In this chapter we explore the concept of resilient decision-making within the realm of cyber incident response. We introduce three interrelated concepts: a resilient cyber decision-making process, a resilient cyber decision, and a cyber resilient performance. We will show that the relationship between these three concepts is not trivial. On the one hand, we discuss that a resilient cyber decision-making process during cyber incidents requires anticipation of and overcoming inherent flaws in decision-making, which, while theoretically feasible, proves challenging for professionals operating under time constraints and uncertainty. On the other hand, we argue that a priori resilient cyber decisions may enhance a cyber resilient performance. We illustrate these theoretical findings by a case study of a global financial institution’s response to emerging cyber threats during the COVID-19 pandemic. Our case study highlights the institution’s cyber resilient performance enhanced by earlier resilient cyber decisions, notwithstanding occasional deficiencies in the cyber decision-making process and even the resiliency of cyber decisions made during the crisis. The practical implications of these insights suggest that prioritizing a priori cyber resilience is essential, and this can be achieved through effective resource management. The design of decision support systems capable of counteracting suboptimal decision-making processes in cyber incident response organisations remains at present an elusive goal.