Hannah Resnick

Experience

• 

  HOB Salons

  Jan 2013 - Jan 2016

  Sales Assistant
• 

  The Estée Lauder Companies Inc.

  Jan 2016 - Sept 2018

  I lead the £238,000 per annum Fenwick Bond Street Estee Lauder team, focusing on sales growth, stock management, budgeting, forecasting targets and marketing, always ensuring that our customers remain loyal and receive consistently excellent customer service.

  • Business Account Manager

    Jan 2017 - Sept 2018

  • Beauty Advisor

    Jan 2016 - Jan 2017
• 

  Transport for London

  Feb 2019 - now

  - Responsible for management, administration and co-ordination of the performance management regime for Built Environment contracts, to ensure contract compliance (including KPI's), value for money and a high standard of service delivery- Responsible for the provision of training for all stakeholders and users involved in performance management - Responsible for developing management information from audits to identify trends and produce meaningful period reports on contractor performance- Responsible for the review of the performance on an annual basis with the service providers, agreeing performance parameters for coming year, acting as contractors TfL sponsor- Liaise with the Built Environment Performance Manager and wider Built Environment team to maintain a state of continual improvement- Responsible for planning and carrying out annual contract compliance audits of all service providers, producing reports and recommendations for submission to Built Environment Performance Manager- Liaise with SHE to ensure the contracts are operated in accordance with the Contract Safety and Environmental Conditions and that any statutory Health & Safety requirements are complied with- Create ongoing specification documents and contract requirements and assist the Built Environment Performance Manager to develop and evaluate tender documents- Liaise closely with the Built Environment team for technical input on contract management issues- Responsible for CPAF creation and approval and calculating any fee abatements as a result of non compliance against the agreed performance management measurement matrix- Liaising with the planning team and accessing key information from the asset management system Show less • Now responsible for leading two safety-critical, multi-discipline facing, LU-funded Connect Radio Projects (total circa. £37m)• Line Manager for 2x Associate Project Manager’s and Placement Manager to 1x Apprentice Project Manager• Managing the performance of multiple Contractors – with both projects, the start on site to handover into Operations is all in one shift, therefore, regularly facilitate workshops for early identification and review of opportunities, like line closures and possessions to allow a longer shift, issue resolution like resident liaison or risks e.g., strikes or road closure applications, enabling me to deliver the project to time, cost and quality• Responsible for continuing production and maintenance of key Pathway and Quality documentation, inclusive of resource forecasting, review of cost reports vs. time-sheeting, risk review and establishing processes for monitoring status of various Health and Safety (SHE) documentation inc. RAMS, SSOW and Lift Plans for coordination of crane lifts and scaffolds• Implemented a SHE-focus initiative in T&D to improve the safety culture in our directorate by leading and coordinating with my Band 5, SHE and Construction colleagues to upskill over 200 PMs via various training (e.g. CDM, PGIs) and categorised all projects, for clear reporting on EIRFs to Senior Management• Instrumental in turning around a 16-week delay, due to COVID and Contractor issues, to accelerating workstreams, we are now on track to be min. 10 weeks ahead of schedule Show less • Working on the Connect Radio base-station renewal (£34m) project, leading on the design coordination, procurement and installation activities for the renewal of safety critical Connect Radio hardware units (and software migration) across 293 locations on the LU network, inc. cable enabling, surveys and working at height equipment upgrades• Successfully managed, coordinated, and completed thousands of intrusive shifts across the network during Engineering Hours (no RIDDOR to date), via vigorous review of baselined works vs. actuals, trend analysis and continuous improvement suggestions for any failed shifts and implementing an action tracker for all 293 locations. This involves multiple stakeholders, from Asset Operations, the LUCC, Transplant, Unions and Engineering to local councils, TTL Property and resident interface• Prepared and coordinated all Pathway governance and assurance activities, successfully taking the project from Stage Gate 1 – 5 and planning for Stage Gate 6 to incorporate handover to Operations• Collaborated with the Sponsors and project team to take the project to FCOG and PIC for project authority, Independent Assurance Reviews and responsible for undertaking resource planning, estimates and allocation to influence the budget required• To improve communication, streamline data and manage stakeholder expectations, I created a roll-out tracker to assist in monitoring key milestones and baseline dates vs actuals, dependencies and site-specific information, along with process maps as pan-TfL and external tools used by, and for, multi-disciplines to outline our expectations in terms of e.g., documentation turnaround, storage licenses or design change processes• Saved over £4m (CapEx) of planned spending, allowing for repurposing to other Connect Projects, through options analysis of storage, disposals of sensitive equipment and haulage procurement by using an internal low-cost option and by tender review processes on existing frameworks Show less On scheme I move around every 6 months, ensuring I get a real insight of the various areas in TfL:The Technology and Data Directorate:- Accountable for multiple projects such as the upgrade of Elstree and Borehamwood Station with WAN relocation, the Ticket Vending Machine installation for Harlesden Station and the £50k gate line extension, including TR3 readers and base data for St Pancras to increase customer capacity – all from request to commissioning phase- Worked in line with the Revenue Collection Contract with key stakeholders in the Commercial, Procurement, Systems and Service Teams, ensuring all projects are compliant with the TfL processes- Prepared key governance documentation including variations for project requests and design changes, Completion of Works Certificates, updated the installation register and dashboard Northern Line Extension, Client:- Supported in leading on the £19m Mechanical Package for Battersea Station, Nine Elms Station and the Kennington Shafts under the NEC3 Contract (Option C).- Saved £12k through Value Engineering for the Pumps and Drainage Package by combining 3 of the non-critical pump control panels into one at Battersea StationFacilitated risk workshops by escalating and resolving risks appropriately, owning critical risks, opportunities and issues, ensuring the risk register on ARM accurately reflects all risks in the project and is updated regularly- Used quality management techniques when attending a benchmark for SAFE4 Fire Rated Ductwork Neasden Depot Heavy Maintenance Facility (4LM), as Principal Contractor:- Accountable for the £3.2m modular build project, designed to provide welfare for 214 maintenance staff, involving key interfaces with the Trade Unions, Depots and Asset Operations- Accountable for the £30k refurbishment project of two rooms from procurement authority of materials to tender and contract award and successfully negotiated areas of the project that could be de-scoped with the Depot Show less The Graduate and Apprentice Committee (GAC) is ran by Graduates and Apprentices, providing a wide range of activity and opportunities for progression and educational purposes. I had a pivotal role in raising brand awareness and pushing GAC out across the organisation. With a team of 14 we have delivered LinkedIn presentations on building your personal brand, Interview Skills sessions, Forums on Finance and LU, Apprentice Poster Campaigns to change the stigma of Apprentices, a variety of site visits like disused stations and Crossrail Depots, STEM workshops and multiple collaborations with our Staff Network Groups on unconscious bias’ and mental health. Once a month I present to the Graduate and Apprentice Leadership Group, representing my community and have recently achieved authorisation for GAC to be on scheme objectives for the 2019 intake, encouraging engagement and demonstrating the benefits of extra curricular activity.I was also awarded a Gold Make a Difference Award for my work on GAC and for promoting apprenticeships. Show less

  • Contracts Performance Manager Built Environment

    Jul 2023 - now

  • Licensed TfL Ambassador

    Sept 2018 - now

  • Project Manager

    Aug 2021 - Jul 2023

  • (Chair) Alumni of Graduates and Apprentices

    Sept 2020 - Nov 2021

  • Associate Project Manager

    Sept 2020 - Aug 2021

  • Apprentice Project Manager

    Sept 2018 - Sept 2020

  • (Chair) Graduate and Apprentice Committee

    Feb 2019 - Feb 2020
• 

  BusinessLDN

  Sept 2022 - now

  Panel Member