We’ve got a special situation here at HEXstream; among the diverse backgrounds on our team are two professionals with experience on two sides of emergency-response. 

Bob Doyle, Chief Revenue Officer at HEXstream, served for more than two decades as Deputy Fire Chief in the greater Los Angeles area and was a key member of a national Type 1 incident management team, leading responses to major wildfires across the western United States. (He began his career as a utility lineman apprentice early in his working life.) And Christopher “Picc” Piccolo, HEXstream utilities industry specialist, has two decades of experience managing utility operations.  [See full bios below.] 

As emergency-response teams (think firefighters) work more closely with utilities (think electricity providers), we wanted to pick the brains of these two professionals regarding shared challenges, emerging opportunities and the tools that enable these teams to restore power and safety to all of us. 

Take a look... 

How is emergency-response changing?   

Bob: In the fire service we've gone from responding to 'routine' local incidents to managing far more frequent large-scale, complex events. The wildland-urban interface fires we see now behave more like national disasters than single-agency calls.  

Like utilities, we face compressed timelines—often mobilizing hundreds of resources with minimal notice. The big change is how early and how broadly we activate mutual-aid and automatic-aid agreements. Credentialed, typed resources—both personnel and apparatus—allow us to scale quickly while maintaining safety and operational standards. We've also seen the benefits of unified command with partner agencies, including utilities, to manage priorities that overlap, such as life safety, hazard mitigation, and infrastructure protection.  

Picc: After spending 20 years in utility operations and control rooms, I’ve seen storm response shift from a primarily reactive approach to a highly coordinated operation. Today, storms often come with limited warning, which requires utilities to mobilize quickly. The scale of these events has increased significantly, bringing in large numbers of external crews in a short period. This creates a massive logistical challenge that includes lodging, meals, onboarding, safety briefings and tracking. Restoring power is still the goal, but doing it efficiently now requires managing a large, complex operation under high-pressure conditions.  

What tools / techniques / technologies are prompting these changes?   

Bob: Technology is changing how we fight fires and manage incidents. Real-time mapping from aircraft, drones and satellite imagery lets us see and predict fire behavior almost instantly. Integrated communication systems connect field crews, command posts, and other agencies on a common-operating picture. Mobile-data terminals and incident-management software streamline resource tracking, situational updates, and tactical assignments. In the same way utilities benefit from mobile-workforce platforms, we use these systems to deploy the right credentialed crews and apparatus to the right division at the right time...without guesswork. Pre-identifying and typing resources before the event means we can request exactly what we need and know it will arrive ready to work.  

Picc: Integrated outage-management systems, real-time GIS mapping, automated crew tracking, mobile workforce-management applications, and cloud-based mutual aid-coordination platforms are among the most impactful. These tools allow faster work assignment, better situational awareness, and improved coordination between the control center and the field. Drone inspections, remote sensing, and AI-powered analytics are also helping to assess damage quickly and prioritize restoration. The key is that these technologies are now integrated into daily operations, so they can be scaled instantly during a storm.  

What conditions are spurring this change?  

Bob: Climate is a huge driver—fires are bigger, seasons are longer, and weather patterns are less predictable. Population growth in high-risk areas increases the stakes for rapid, large-scale mobilization. Regulators and elected officials now expect near-instant coordination between agencies, and the public’s expectation for real-time information is higher than ever. We've benefited from decades of building a robust mutual-aid and automatic-aid system, which utilities are now adopting. The ICS and resource typing make it possible to bring in hundreds of outside resources without losing structure or safety. 

Picc: All of these factors are contributing. More frequent and severe weather events are pushing utilities to prepare for larger and more complex responses. Regulators are setting stricter restoration targets and tracking performance more closely. Customers expect timely and transparent updates, shaped by their experiences in other industries. Meanwhile, advancements in smart-grid technology, mobile platforms, and AI give utilities the capability to meet these expectations. The combination of increased pressure and better tools is accelerating modernization.  

What similarities exist between emergency-response teams like firefighters and utilities responding to weather/outage crises?   

Bob: Both operate in hazardous, rapidly changing environments where safety is the first priority. Both rely on disciplined communication, clear roles, and pre-established procedures to avoid confusion. When the fire service rolls in with mutual-aid strike teams, it's similar to utilities bringing in mutual-aid crews after a major storm; many of those people have never worked together before, but typed resources, standardized training, and the Incident Command Structure (ICS) make integration seamless.  

Picc: Both operate under pressure in rapidly changing environments where safety is the highest priority. Both rely on strong communication, coordination, and clearly defined roles. Preparation, training and the ability to execute plans quickly while adapting to field conditions are critical to success in both cases. Many utilities have even adopted the Incident Command Structure that was originally developed for firefighting operations. This framework helps establish a clear chain of command, standardizes terminology, and improves coordination between internal teams and outside agencies during large-scale events.  

How is the work of these two camps different?   

Bob: Fire incidents tend to be highly kinetic and life-safety driven in the early hours, when rescue, suppression and hazard control take precedence. Our timelines for initial action are often measured in minutes. Utilities manage longer-duration campaigns (days or weeks) focused on restoration and infrastructure stability. 

That said, in the fire service we also face protracted timelines during large campaign fires or multiple incidents managed as a complex. The most complex of these—those involving significant life loss, high structure loss, and large values at risk—can require weeks or even months of sustained operations. These events activate Incident Management Teams that are typed for different complexities, ensuring the right level of command, planning and logistical capability is in place for the scale of the problem. 

After each complex incident, the fire service conducts a detailed after-action review to identify lessons learned, document successes, and capture operational data. 

This historical information is archived and analyzed to improve future readiness. In fire-prone areas, this record of past events often reveals recurring patterns—fires behaving in similar ways due to topography, fuel types, and weather conditions. That knowledge allows us to better predict fire spread, anticipate operational challenges, and pre-position resources before the next major event.  

While the early operational tempo for fires is often faster than for utilities, our most complex wildfires demand an extended commitment and resource-management effort very similar in scope to a large-scale utility restoration. 

Picc: Firefighters focus primarily on immediate life safety, hazard mitigation, and rescue operations, often resolving incidents within minutes or hours. Utilities, on the other hand, manage storm response over a longer timeline—days or even weeks—focused on restoring electric service safely and systematically. When prioritizing outages, utilities follow a structured approach: first addressing life-threatening situations such as downed lines or fires, then working to clear roads for emergency access. Next, they prioritize critical community facilities like hospitals, emergency shelters, and schools. Finally, restoration efforts focus on areas with the largest number of affected customers to return power to the greatest number of people as quickly as possible. Additionally, while firefighters often operate with established local teams, utilities frequently coordinate with mutual-aid crews unfamiliar with the territory or systems, which adds complexity to their operations.  

What can each camp learn from the other?    

Bob: Utilities can draw from the fire service's rapid initial action playbook—getting the right command structure, objectives, and resource assignments in place in the first operational period. They can also benefit from the discipline of a fully developed ICS, which has been refined over decades.  

In the fire service, attaining higher levels of responsibility isn't just a matter of time in the seat—it's the result of a structured credentialing process that blends formal academic coursework, extensive field experience, and demonstrated performance under pressure. For incident-management roles, we use a task book system where 'trainees' must complete a series of position-specific tasks under the supervision of a qualified, credentialed mentor. Only after those tasks are evaluated, signed off, and verified by the appropriate authority can that individual be formally recognized for the role. This process ensures that when someone is assigned to a critical leadership position—whether it's Operations Section Chief, Planning Section Chief, or Incident Commander—they've already proven they can perform to standards in real-world conditions.  

The fire service can learn from utilities' skill in sustaining large-scale operations for extended periods and managing complex logistics over months rather than weeks. Both can benefit from shared training, joint exercises, and cross-credentialing so that when a fire and an outage happen at the same time, integration is frictionless.  

Picc: Utilities can learn from the fire service’s rapid decision-making processes and disciplined use of the ICS, which helps maintain clear leadership and effective coordination under pressure. Fire departments can learn from utilities about managing extended operations, large-scale logistics, and integrating resources from multiple outside organizations over days or weeks.

Importantly, fire and utility crews already have a strong, ongoing working relationship—collaborating daily on emergencies like downed power lines, vehicle accidents, or structure fires. This day-to-day partnership builds mutual trust and makes joint response during major events more efficient. Both camps can benefit from sharing best practices in communication, safety protocols, and inter-agency coordination. Cross-training and joint exercises can further enhance their effectiveness when responding together.  

How will emergency / outage response look different in, say, 20 years?   

Bob: I expect fire-service response to be even more intelligence-driven and preemptive. AI modeling will predict fire spread hours or days ahead, triggering automatic aid mobilization before flames are visible. Robotics and unmanned systems will take on more of the dangerous reconnaissance work. Mutual aid networks will be digitally connected so that resource requests, credential checks, and dispatching happen instantly. This is the same trajectory I see for utilities—faster predictions, faster mobilization, and seamless integration between all responding agencies.  

Picc: Outage response will be more predictive and automated. AI will forecast likely outage locations and restoration times with high accuracy, allowing utilities to pre-stage crews and materials before storms arrive. Drones and robotics will handle much of the initial assessment work, shortening the time between damage identification and restoration. Crews will receive real-time work assignments and updates through fully integrated mobile platforms. Customers will be able to see accurate restoration timelines similar to package tracking. Coordination between utilities, contractors and emergency services will be seamless, with data flowing instantly between all stakeholders.  

Are logistics as important for storm response as tools and technologies? Why? How?  

Picc: Yes, logistics are just as important as technology, and they need to work together. Even with the most advanced systems, restoration efforts can stall if crews are not properly assigned, fed, rested and informed. Strong logistics ensure that field teams can be productive and safe. When supported by technology that enables real-time crew tracking, automatic work assignments, and streamlined communication, the entire response becomes more efficient. Technology enhances logistics, but logistics provide the foundation that makes restoration possible.  

Bob: Absolutely. In major fires, logistics are as critical as operations—you can't keep crews safe and effective without food, rest, fuel and gear resupply. It's the same for utilities. We've proven through decades of mutual-aid deployments that you can't scale without a robust logistics section. Technology can make logistics more efficient, but logistics are the foundation that keeps the operation moving.  

How does evolved mobile computing and communications factor into all of this?  

Picc: Mobile technology has become essential during major events. When bringing in external crews, many of them are unfamiliar with the utility’s internal systems. Traditionally, assignments were communicated through phonecalls or text messages, which can be inefficient and hard to manage at scale. With mobile apps and integrated platforms, crews can now receive all necessary information directly on their devices, including assignments, maps, safety protocols, and updates. This saves time, reduces confusion, and allows field operations to run more smoothly.  

Bob: Modern mobile tech has transformed our ability to manage large, multi-agency incidents. Crews get updated assignments, hazard maps, and safety bulletins on their devices in real time...no more relying on paper maps and radio relays. We can also instantly track where resources are located, confirm their credentials, and reassign them as priorities change.

Utilities are doing the same thing with their mobile-workforce systems, and when we're both on the same incident, that shared digital picture speeds up coordination and, ultimately, saves time, resources, money and lives.  

WANT TO CONNECT WITH BOB OR PICC? CLICK HERE TO CONTACT US.   

Bios  

Bob Doyle, HEXstream Chief Revenue Officer 

Bob Doyle’s career spans the U.S. Marine Corps, the fire service, and the technology sector. A former infantry and Recon Marine non-commissioned officer, he began his civilian career as a lineman apprentice with the Los Angeles Department of Water and Power before joining the fire service in 1987. 

Over nearly three decades, Doyle rose through every rank to Deputy Fire Chief, earning qualifications as a Strike Team Leader, Division Supervisor, Branch Director, and Operations Section Chief on a National Type 1 Interagency Management Team. He managed and commanded some of the largest and most complex emergency incidents in modern history—operations that received both national and international recognition. In addition, he served as an instructor in wildland and incident-command training and was a frequent speaker at national fire-leadership symposiums. 

After retiring from the fire service, Doyle transitioned into enterprise software, holding senior leadership roles at Kinaxis, SAP, Qubole, Exasol, and Algo. He now serves as Chief Revenue Officer at HEXstream, where he leverages his unique blend of operational command experience and enterprise sales leadership to drive growth and customer success. 

Christopher Piccolo, HEXstream Utilities Industry Specialist  

Christopher Piccolo brings more than 17 years of progressive leadership and technical expertise in the utility industry, primarily with Eversource Energy. His extensive background spans grid modernization, distribution-system operations, and field operations. 

As manager of grid-modernization technology, he led cross-functional teams and served as the business owner for critical real-time systems including Oracle NMS and GE ADMS. Christopher has a proven track record in optimizing system functionality, managing large-scale technology projects, and ensuring operational excellence across state lines.  

His deep understanding of utility operations, combined with his Master Electrician’s License and hands-on experience, make him a valuable asset for any infrastructure or modernization initiative.