Marian A. McClellan
Dynamic Manager with a record of creating and maintaining high performance teams consisting
of multi-site, cross-functional, and diverse membership. Identifies opportunities and inspires collaboration that produces groundbreaking work innovations. Twenty-five years of Fortune 500 experience have resulted in a powerful combination of Technical, Managerial, and Organizational talent.
BRITISH PETROLEUM (BP) 2000 - Present
Engineering and Maintenance Planning Manager 2007 - present
• Manages the Capital Project portfolio that supports regulatory compliance, growth, and operations maintenance projects with annual spend of $310M.
• Leads the annual Planning Process to ensure that the Engineering vision is commercially viable.
• Brought portfolio management transparency to all members of the Executive Team.
• Works with the Integrity Management Team to integrate and manage risk within the Planning Process.
• Established an Integrated Program Community where schedule, budget, and compliance are optimized.
• Coached and trained each of the 16 Programs Managers to understand and appreciate the stakeholders’ needs.
Process Assurance Manager 2006 - 2007
• Led the department responsible for developing and implementing the system and processes to assure annual spend of $330M.
• Provided unprecedented Customer Focus through surveys, site tours, and interviews that enabled this team to generate new and more effective ways of meeting changing requirements.
• Built a cohesive team in spite of different locations, varied backgrounds and limited face-to-face contact.
• Led the cross-functional Task Force responsible for the accurate and efficient delivery of the five Financial Processes throughout the year.
• Provided strong leadership that focused on the future and built common ground. Delivered group and individual coaching on collaboration and conflict resolution skills.
• Built a cohesive team in spite of well-established dysfunctional patterns. Within six months the Financial Processes had established credibility and delivered information that allowed the global function to make wise business decisions.
• I was formally recognized through the Rewards and Recognition program for my strong leadership and positive impact that I had on this group in a short period of time.
Support and Technology Team Leader 2003 - 2006
• Led a department of 30 direct reports that provided critical daily support to the core of the pipelines operation. This included drafting and technical information, land negotiations, facilities design and maintenance, e-business initiatives, engineering specification control and expense budget management.
• Galvanized the team to break a two-year negotiating stalemate that was jeopardizing operations and community relations in the Olympic Pipeline district.
• Created two teams that delivered IT innovations with no disruptions. The Global Information System (GIS) project provided integrated, accessible location data to the field. The Passport Project migrated 940 users with no business interruption.
• Developed expertise in the Expense Budget system which resulted in accurate forecasting and improved cost control. Created tools for the E&M Team Leaders to share this expertise.
• Consistently delivered results in areas that were considered hopelessly stuck.
Engineering Network Manager 2000 - 2003
• Created and led Networks that resolved system-wide crises and supported long term critical business strategies. Revitalized teams that were struggling due to inadequate structure, low morale, or unclear vision. Established forums that fostered shared learning and spread best practices.
• Created the Process Leadership Council, linking the imagination and energy of 19 engineers and technicians from six sites to improve manufacturing processes.
• Led the Raw Material Team to savings of $5M in 2002 by increasing market awareness and reducing internal technical response time by 40%.
• Initiated the PRIDE Network that brought the power of manufacturing data entry and retrieval to the shop floor of every site in the Business Unit.
THE BOEING COMPANY 1997 – 2000
Manufacturing Manager (1999 – 2000)
• Responsible for all aspects of the AGM-130 production program that generated $40M revenue annually
• Delivered electronic sub-assemblies through module build-up, including temperature cycle testing and conformal coating application.
• Met delivery and cost goals during a critical phase of technology and knowledge transfer to other Boeing sites.
Organizational Development – Operations (1997 – 1999)
• Part of a corporate team that reviewed manufacturing sites through the United States.
• Identified and implemented Best Practices.
• Delivered Lean Manufacturing and Accelerated Improvement projects to improve efficiency and quality
SIEMENS AUTOMATION 1995 - 1997
Manufacturing Cell Leader
• Led a team of 65 that produced high volume electromechanical devices.
• Developed and achieved schedules based on market forecasts, customers needs, and labor standards.
• Increased production capacity by constructing and staffing an additional line for key products.
Communicated weekly with IBEW stewards to ensure alignment.
LITHONIA LIGHTING 1994 - 1995
Manager of Manufacturing Quality and Technology
• Led a team of eight that consisted of Industrial, Production, and Test Engineers.
• Provided daily support to high volume and prototype production.
• Developed and analyzed customer returns data to improve manufacturing processes.
• Maintained labor standards for planning and forecasting.
ROCKWELL INTERNATIONAL 1986 - 1994
Started as a Senior Production Engineer and worked to the Production Manager level.
• Managed six production processes, two shifts, and approximately 200 people.
• Managed the schedule of 73 electronic sub-assemblies in support of six product lines.
• Moved key areas from Batch to Continuous process flow.
• Installed Surface Mount technology production lines that captured new business.
SPERRY COMPUTER SYSTEMS 1984 - 1986
• Selected and installed wave soldering and coating systems that delivered zero-defect products to military specifications
• Redesigned production lines to align with the advanced technology and new processes
• Responsible for seamless daily shift transition and communication
EDUCATION AND DEVELOPMENT
• Associate of Arts, St. Petersburg Junior College, Florida
• Bachelor of Science, Chemical Engineering, University of South Florida, Tampa, FL
• Financial Management – University of Chicago (advanced courses)
• BP: Global Leap – Executive Strategy Sessions
• BP: DPPE (Developing Personal Power and Effectiveness)
• BP: FLP (Feedback on Leadership Potential)
• The Boeing Company: MBTI Certification (Myers-Briggs Type Instrument)
• The Boeing Company: Advanced Auditor Training