Andrew Do
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Incident and Change Governance

Converting post-migration stabilisation into a repeatable operating cadence.

Outcome

Repeatable governance across 26+ identified incidents

Period
2024–2026
Role
Market-side governance owner
State
operational
Systems
Adobe Commerce · Salesforce · Local integrations

The operating model and its ownership gates.

Excerpt from Andrew's training material comparing predictable and last-minute backlogs and setting collaboration rules

An excerpt from Andrew’s internal stakeholder training: a predictable backlog model and explicit rules for requirements, sprint cut-offs and operational incidents.

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  1. Production incidents and change requests (External approval gate)
  2. Daily triage — Andrew-owned priority review (Andrew owned)
  3. Owner and priority assignment — Andrew coordinated (Andrew led)
  4. Vendor remediation / change delivery — Partner execution (Partner-owned delivery)
  5. UAT and release readiness — Andrew validated (Andrew owned)
  6. Director-level visibility — Andrew owned metrics (Andrew owned)
  7. RCA and recurrence action — Partner-owned fixes (Partner-owned delivery)

Situation and constraints

Two markets entered a high-incident stabilisation period without consistent reporting, prioritisation or ownership.

A repeatable cadence was necessary to bring transparency to stakeholders.

From constraint to result

Constraint

Two markets entered a high-incident stabilisation period without consistent reporting, prioritisation or ownership.

Decision

Established daily incident-status cadences and director-level change reporting during post-migration stabilisation

Why it mattered: Provided visibility and ownership when post-migration reporting was inconsistent.

Result

A repeatable governance rhythm covered 26+ identified incidents, multiple changes and formal RCAs.

What I owned and moved forward

Andrew owned or led

  • Cadence design and director-level reporting
  • Market-side prioritisation and incident triage

Partner or external ownership

  • Engineering incident remediation and hotfixes
  • Production release deployment gate

Execution actions

  • Co-ordinated the resolution of 26+ production incidents.
  • Chaired daily incident cadences across vendor and IT teams.

Result and attribution

Outcome and system change

A repeatable governance rhythm covered 26+ identified incidents, multiple changes and formal RCAs.

My contribution and boundary

Established daily status cadences, managed triage for 26+ incidents, and delivered director-level change reporting.

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