From incidents to impact: Leading service management at Ericsson
- Reflecting on my journey from restoring services quickly to enabling more resilient Ericsson networks.
- How learning beyond my role helped me move from response to prevention.
Service Management Lead
Service Management Lead
Service Management Lead
When I joined Ericsson, I started as an Incident Manager supporting a US-based client. At the time, my focus was fairly clear: facilitating issue of response and resolution without delay. responding to issues quickly and restoring services. But over time I found myself moving deeper into problem and change management, understanding not just how to fix issues, but how we can prevent them altogether.
Managing complexity so services never stop
Millions of people rely on uninterrupted connectivity every day whether it’s making a payment, activating a service, or simply staying connected. And in most cases, everything just works.
Behind that simplicity is a lot of complexity.
My day-to-day work revolves around keeping that complexity under control. I work closely with cross-functional teams to manage high- priority incidents, whether it’s a service outage affecting billing and charging systems, capacity bottlenecks during peak traffic, or disruptions in activation or mediation platforms. These aren’t isolated systems. They’re deeply interconnected. Even a small disruption can quickly translate into real customer and business impact.
So the focus is always two-fold: restore services quickly when something goes wrong and more importantly, ensure it doesn’t happen again.
Shifting from fixing problems to preventing them
A significant part of my role is problem management, systematically identifying root causes of recurring issues, whether they stem from software upgrades on network elements, configuration updates, or infrastructure changes. The goal is to prevent these from escalating into major outages that can affect connectivity.
My team supports a wide ecosystem of telecom platforms, including billing, charging, order management, dynamic activation, and multi-mediation solutions, along with key enterprise applications such as identity and access management.
I actively support end-to-end change management, ensuring that deployments, from configuration updates to infrastructure rollouts, all are executed in a controlled, low-risk manner with clear rollback plans.
And at Ericsson, the way we approach service management is very structured; we focus on building systems and processes that reduce risk, not just respond to it.
The moment I realized I was ready to lead
There was a time when I was entrusted with leading the service management team through a period of high escalations. It was a high-pressure environment, with significant visibility and accountability toward both clients and senior stakeholders.
In that phase, I worked closely with my management to stabilize operations, streamline communication across teams, and bring structure back into the process. It wasn’t easy, but it was a turning point. That experience made me realize that I could lead in situations of uncertainty, not just stable ones. And over time, as the same environment started running much more smoothly, it became even more meaningful.
That’s when this role stopped feeling like just a responsibility and started feeling like something I was built for.
How AI is changing the way we work
AI is gradually becoming a meaningful part of daily workflows at Ericsson. Today, we use Ericsson's internal AI tools to process large volumes of data (incident, alerts), feeding in noise, flagging recurring issues and identifying the major contributing factors, so our team can focus analytical energy on what matters rather than sifting through hundreds of data points manually.
Looking ahead, I feel AI adding real value in terms of predictive incident management, automated root cause or process documentation, and smarter change impact analysis.
However, even as automation handles more of the repetitive and data-heavy work, human thinking remains irreplaceable in the areas that matter most like judgment, context, and communication.
While Automation can scale processes. Human thinking is what makes those processes meaningful.
What keeps me motivated
For me, motivation comes from two things; impact and people.
The impact of knowing that the systems we manage at Ericsson directly support critical telecom operations. And the opportunity to influence and grow people within my team.
I spend a significant part of my time mentoring, conducting knowledge sessions, and driving upskilling initiatives ensuring that my team is continuously evolving.
On a personal level, it’s also about breaking stereotypes and showing that leadership is defined by capability, not gender.
Ericsson has been a big part of that journey whether it’s through training opportunities, certifications like ITIL and SAFe Scrum, or simply the trust to take on new responsibilities and lead.
For anyone considering a role like this
If I had to share one thing, it would be this:
Be comfortable with discomfort. Service management is not always predictable. It demands ownership, strong communication, and the ability to stay calm when things don’t go as planned.
But the best part is you will find an environment in Ericsson where you will be empowered to inculcate these qualities and become the best version of yourself.
Interested in a career at Ericsson?
If you're looking for a place that doesn't just enable but actively encourages you to grow into the best version of yourself, explore open opportunities on our jobs page.