1. N I C K I B A X T E R
 1 
P E R S O N A L D E T A I L S :
Name: Nicki Ann Baxter Phone: 07710 775 115
Email: nickiannbaxter@gmail.com LinkedIn: https://uk.linkedin.com/in/nickibaxter
P R O F I L E :
Multi-skilled, forward thinking, adaptive and positive individual with PRINCE2 project management, IT Infrastructure
Library(ITIL), IT ServiceManagement(ITSM) service deliveryand senior business management experience gained in
Customer Services, Commercial, Financial, Leisure, Defence, Logistics and Cyber-securitybusiness sectors. Strong
commercial business sense enhanced by business, financial and project management training.
Currently managing several cyber-security projects involving teams spread worldwide including offshore and onshore
workers worldwide, with the aim of improving security and safety for large blue-chip international clients. Recently
architectedandmanagedtheimplementationofanonlineITILcompliantproduct & service catalogue for a global client
in order to standardise process and service resulting in improved customer experience.
A C H I E V E M E N T S :
◊ Project management of a number of process control IT cyber securityprojects for a range of blue-chip oil & gas
companies to minimise the risk of attacks on safety-critical systems.
◊ Designed the processes, procedures and work instructions for Incident Management (including Major Incident
Management), Change Management (including Emergency Change Management), Problem Management and
Request Management for Lockheed Martin Central Technology, all of which are fullyITIL compliant.
◊ Introducedandimplementedtheroleof MajorIncidentManagerintoLockheedMartin,managingmajorincidentsfor
organisations in the public and private sectors.
◊ Questioned thehistoric processformanagingtheRangersFootballClubAwayand Europeanticketallocation which
resulted in a new concept for ticket application. Implemented this concept and managed the required changes,
saving over £250,000 pa with lost calls falling by30% and first-point-of-contact resolution increasing by40%.
◊ Project managed an Oracle CRM-based Smartcard ticketing system for Rangers Football Club from being the
Business Requirements Expert through to implementation, managing 3 suppliers, 2 in the UK and 1 in Australia.
◊ Gathered and analysed the requirements, designed, specified and project managed development of a bespoke
SQLServer Hose Integrity ManagementSystem that fully recordsthe results of flexible hose and small bore tubing
safety inspections. This has resulted in increased safety and reduced risk for offshore workers.
◊ Developed the concept, designed, specified and implemented an ITIL ITSM system which incorporated device
discovery, CMDB,servicecatalogue & self-service portal to improve service deliveryto a global logistics company.
◊ Architected and project managed the set-up of two new training centres in onlytwelve weeks for an MoD contract
worth over £17M, from designing the building layout through provisioning facilities including IT infrastructure,
negotiating contracts with over 30 suppliers, recruiting and training 20 staff and ensuring that 4,000 students were
called up for training in the first month.
◊ Project managed the initial design and development of Redcare, BT’s flagship alarm and securitysystem.
E M P L O Y M E N T H I S T O R Y :
Lockheed Martin Sept 2013 – date
BusinessTechnology Solutions (BTS) Business Analyst / Project Manager / Major Incident Manager
Began as a Business Analyst on a managed services contract for a global logistics company (ASCO), designing and
implementinganumberofITILbusinessprocessestoreduce incidents, improve efficiencyand begin continual service
improvement. Also back-filled the Service DeliveryManager role, monitoring and managing KPIs and SLAs.
Promoted intothe role of ProjectManager forASCO, andthen was askedby the ManagingDirectortoimplement Major
IncidentManagementforLockheedMartin BTS following the successful resolution of a complex major incident for the

2. N I C K I B A X T E R
 2 
SkillsFundingAgency. Designed andsuccessfullyimplementedtheprocessandprocedures,completewith acustomer
and corporate communications strategywhich has now become the company-wide standard.
Returned to Project Management role to manage a variety of projects for the Lockheed Martin Energy and Shared
Services sectors. Customers include Shell, Chevron & BG as well as S-Chem based in Saudi Arabia.
Achievements with Lockheed Martin so far include:
◊ Planningand projectmanaging several process control cyber securityprojects for blue-chip companies alongside
some internal projects, including the design and development of a SharePoint intranet for staff, the Hub.
◊ Designed,implementedandmanaged the process & procedures for Major Incident Management and Emergency
Change across the whole of Lockheed Martin BTS for a public sector agency, oil & gas companies, logistics
companies, transportation companies and energysuppliers. This included a 3-fold communications strategy.
◊ Developedthe requirements,designed,specifiedandimplemented anautomated ITIL ITSM system, incorporating
devicediscovery, configurationmanagement database (CMDB), stock management, product & service catalogue
and self-service portal to improve service deliveryto an international logistics company.
◊ Developed ITIL compliant Incident Management, Change Management, Request Management and Problem
Management processes, procedures and work instructions.
◊ Created Security and Emergency Response processes and procedures for both Aberdeen sites, covering
everything from checking visitors to handling floods, bomb threats and site invasion.
◊ Acted as QualityAssurance Representative and deputySecurityRepresentative for both Aberdeen sites, including
qualityauditing of projects and contracts.
Hydrasun Oct 2006 - Aug 2013
IT Department Business Analyst / Project Manager
Rolefor Hydrasun included designing,specifying andmanagingimplementationofnewapplications and optimisation of
business processes to improve efficiency. Examples include:
◊ Requirements analysis, specification and project management of the software development of a £0.5M bespoke
offshore safety inspection system. This allowed offshore inspectors to record details of the condition of hoses and
small bore tubing that could compromise the safetyof offshore workers.
◊ Improved the implementation ofa supplychainvoicepicking system. With over 14,000 components in stock it was
vital to have an efficient picking system and the existing system simply was not fit for purpose. Reanalysing the
requirements and re-implementing some aspects of the system improved efficiencysignificantly.
◊ Developed new and enhanced existing complex VBAcode to support Financial and Engineering spreadsheets.
A1 Assessor /Trainer
Following development of the offshore safety inspection system mentioned above, OPITO required competency
assessments of all offshore inspectors. Trained to become a qualified NVQ A1 Assessor, and then instructed and
competencyassessed all offshore surveyors to ensure OPITO standards were met.
Created bespoke training course for MS Office 2010, designed specificallyfor the company, and trained approx. 450
staff worldwide in the efficient use of it. This was mostly classroom based training, but non-UK sites were trained
remotelythrough shadowing several screens at the same time.
Rangers Football Club October 1999 – July 2002
(including 9 contract extensions)
Customer Services Business Analyst / Project Manager
Brief was initiallyto improve the level of Customer Service within the Ticket Centre:
◊ Analysed high-volume back office workflow, introducing process efficiencies and quality practises, producing
standardsand proceduresandassistinginre-trainingstaff. Thisresultedina significantreductionintheprocessing
error rate and improved customer perception of the company.

3. N I C K I B A X T E R
 3 
◊ Changed customer perception of the Customer Services third-partyagencybyimplementing a formal Help Desk
system with Key PerformanceIndicators(KPIs),resultingin a reductionin the number of support calls of over 30%.
◊ Identified and implemented changes to the season ticket process that resulted in cost savings of £250,000pa by
producing business cases, cost benefit analyses and impact analyses to justifythem.
◊ ProjectManaged andactedasSubjectMatterExpert for the developmentof the new Smartcard ticketing system in
Sydney, Australia.
NatWest Life December 1997 – May 1999
(Now part of the Royal Bank of Scotland) (including 6 contract extensions)
Millennium Project Manager
Managed the project to identify, collate, plan and implement all changes required to the NatWest Life technical
infrastructure for the Millennium. Mycontribution included:
◊ Planned and monitored 10 mini-projects using MS Project and reporting progress to senior management.
◊ Directlymanaged and reported on 4 additional mini-projects involving around 20 project staff.
◊ Identified requirementsfora replacementhelpdesk system, evaluating products, picking the most suitable solution
and implementing the replacement helpdesk system, which resulted in increased first-point-of-contact resolution.
◊ Identified and managed dependencies with other companies and divisions of NatWest group.
◊ Identified and managed keyrisks and issues.
◊ Derived andimplementedchangecontrol and qualityproceduresandacted asQualityAssurance Representative to
other projects.
Barclays Bank July 1997 – October 1997
(including 1 contract extension)
Planning the Strategic IT Development for the EMU Business Analyst
Consultantinvolved in planning theIT changesrequiredforthe introductionofthe Euro. Thisincludedastrategic review
of the IT infrastructure in Europe.
Admiral plc July 1989 – June 1997
(Permanent position)
Developer / Business Analyst / Project Manager / Business Manager
During my time with Admiral I worked on a wide variety of bespoke software development projects, starting off as a
developer (COBOL, Pascal, Fortran), transitioning through team lead then project manager and ending as a senior
business manager, initiallyrunning an internal services companywith a £6M rechargeable turnover then recovering a
failing companyfrom forecast loss to breakeven in 3 months, finallymanaging a £17M contract for the MoD.
Q U A L I F I C A T I O N S :
BA (Hons) Design
PostgraduateDiplomaInformationSystemsTechnology(Distinction)
PRINCE2 Practitioner
A1 Assessor
ServiceNow ITSM Administrator
First Aid at Work
Robert Gordon University
Robert Gordon University
QA Training
Maggie Braid Associates
Fruition Partners
Evolve Training