Gordon Culpan is a seasoned project manager with 25 years of experience managing projects in financial services, information systems, and infrastructure. He has extensive experience applying project management standards and leading complex programs valued up to $550 million. Some of his accomplishments include improving project delivery timelines, reducing failed projects, and improving an organization's project management maturity.

1. Gordon Culpan, PMP
Personal Attributes:
Seasoned PM with 25 years experience within: Financial Services Products and Information Systems
Integration. Known for tackling troubled projects and leading complex Program teams.
Extensive understanding of project/program management standards, with explicit experience in the
application of these principles to operational environments. Routinely support sponsors in identifying
program outcomes, project deliverables, issues, risks, business KPI drivers and benefits realization,
maintaining financial reporting and phase gate reviews.
Experienced in working in a fast paced, dynamic environments; on multiple priorities. Excellent written
and verbal presentation and communication skills. Certified facilitator. Entrepreneurial and large-
organization savvy with strong business acumen.
Key Client and career organizations:
Represented: CLP Partners, Pcubed, Deloitte and IBM, consulting for the following organizations: TD,
CIBC, BMO, JPMorgan Chase, Scotiabank, ATCO and Provincial Government
Work and PPM Summary:
Delivered through Program Management, Personal and Business Banking products and applications
Managed projects in Retail Banking, Capital Markets, Real Estate Lending and Mergers and Acquisitions
Deployed and rolled out Infrastructure, middleware, network and desktop refreshes solutions
Managed 6 weeks and $30k proof of concepts to Portfolio of multiyear programs valued up to $550+mm
Designed, and operated SDLC, MSP, PMBOK Standards and Best Practices environments
Led National Practice for, Program, and Portfolio Consulting and implementation.
Designed and implemented collaboration, knowledge and document management solutions
Formulated business development growth approach: Major Account Planning Strategies (MAPS)
Client Environment Accomplishments:
Accomplished organization wide annual project portfolio planning and project estimation; including driving
tradeoff rationalization decisions within the portfolio.
Reduced software application development delivery timelines; eliminated software development (SDLC)
and project management information systems (PMIS) delivery management inconsistencies; broke down
silo bottlenecks, gaps, and people and process organization change improvements.
Improved large program deployment through coordinating holistic master plan planning and cross project
transparency reporting; practically applied in numerous IT organizational merger and acquisitions,
disciplined delivery frameworks and organization transformation change instances.
Reduced employee attrition by improving organizational project management maturity, competence and
capability; increasing consistency in project management outputs, standards consistency and pragmatic
training, mentoring and support models.
Reduced failed projects through implementing; improved project schedules management, implementing
documentation standards for operations, management, change management, and service levels, tools
processes, and employee cultural change and adoption.
Cell: 416 209 7171 Email: ggculpan@rogers.com

2. Gordon Culpan, PMP
Work and Project Highlights
CLP Partners Inc 2010 – Present
 Industry: Big 5 Financial Institutions, Canadian Telecommunication Provider
Real Estate Sales and Lending product implementation - Toronto Dominion Bank Canada 2010 - 2011
Working with one of our leading financial industry clients, successfully led and executed a strategic multi-
million dollar initiative aimed to transition the RESL Mobile Mortgage Specialists to the corporately used credit
application system. This transition included significant enhancements and integration to complex stand-alone
compensation systems, origination of deals, pipeline management, offers workflow and pricing. Throughout
this project our team overcame numerous challenges including working against strict deadline constraints,
siloed business units, and significant resource constaints. Amongst many things, this accomplishment was
attributed to our ability to recognize areas of risk within the business framework, continuously adjust project
tasks accordingly, and keep the project team motivated and engaged.
Our most recent engagement with one of the leading telecommunication providers has resulted in a strategic
shift within their Identity Access Management (IAM) program from a tactical, technology driven approach to a
cohesive “Business Value” focus allowing for faster ROI. The success is based on building the proper
foundational IAM program elements including applying the Managing Successful Program Methodology , IAM
policies and standards, maturity model, and service catalogue, as well as, performing various levels of
enterprise analysis and initiating organizational change management.
Pcubed Canada Inc 2005 – 2010
 Industry: Big 5 Financial Institutions, Canadian Provincial Government, Energy and Utility Companies
PPM Leadership – ATCO, JAG, Alberta Justice, CIBC, BMO 2005 - 2010
Led Project, Program and Portfolio (PPM) efforts across numerous complex business systems cross-
functionally with IT and business department leaders; providing comprehensive and strategic PMO execution
in support of business unit goals. Working with IT partners and department stakeholders throughout their
project or product lifecycle to define business requirements, conduct assessments, formulate and implement
solutions.
 Industry: Government Health. 2006 - 2009
PMO and Project Manager mentor – Smart Systems for Health
$10mm wholly services engagement encapsulating extensive project change management and process
deployment across all organizational functions; finance, operation, infrastructure and development. Thirty five
project managers and 170 projects were realigned and managed through the EPMO. Organizational
transformation required Project Management environment steady state and future state design and delivery;
including Microsoft EPM implementation and competence mentoring with on-going support and continuous
improvement. Project and key activities undertaken:
Initiate, plan, execute, control and close project(s) in a tactical nature, with an emphasis on managing project
dependencies Incorporating project management standards, processes and procedures in support of
continuous improvement activities. Ensure that all necessary risk assessments and risk assessment
processes are carried out at the appropriate time (Architecture, Governance, Security Threat Risk
Assessment, Operational Gating).
Manage team relationships. Provide performance feedback and coaching to project and program team
members. Acted as business liaison partner with business sponsor and stakeholders to develop the business
case, and provide input on tactical direction.
Participated in vendor evaluation and selection process; providing recommendations based on subject matter
expertise. Ensured vendors met the requirements of SSHA standards, policies, and procedures.
Cell: 416 209 7171 Email: ggculpan@rogers.com

3. Gordon Culpan, PMP
Deloitte Consulting - Technology Integration Practice 2000 – 2005
 Industry: Investment Banking 2002 - 2005
Deloitte Senior Program Manager – JPMorgan Chase Capital Markets (investment banking)
Led deployment planning, collaboration and rollout management of the Investment banking LOB, live cut
over. Defined the platform image process; licensing policy and procedures, budget components within the
program of values up to 80MM Services, 230MM Hardware. Conducted project assurance reviews.
Represented; Line of Business shareholder communities at program meetings.
 Industry: Manufacturing 2000 - 2002
Deloitte PMO Subject Matter Expert – Bombardier
Led development of a PM Maturity Framework and career progression path model, adopted as the
organizational PMO model. Developed operational level management checklists, PM handbooks, PMO
guidelines policies and procedures manual, to enable the continued maturity, training and mentoring
components required to mature the PM framework. Led project reviews and process diagnostic
assessments; utilizing Deloitte Consulting’s methodologies. Mentored and managed client PMO analysts and
Project Managers delivering strategic and transformation projects.
IBM Global Services 1996 – 2000
 Industry: Retail 1998 - 1999
IBM eBusiness Program Manager – Roots Canada
$2mm eCommerce hosted web environment solution. Included in this WebSphere Web design and user
authentication security project was a ground breaking eCommerce solution. Reporting to me were over 30
development and system integration specialists and business consultants based in 3 different countries.
 Industry: Banking 1996 - 1998
IBM Project Manager – ScotiaBank
$750mm Hardware and Software systems integration
Encapsulating sub-projects for; Identity Access Management, Enterprise Architecture, Network Security,
Business Continuity, Vendor and Data Center Management outsourced maintenance.
Managed the O/S and technology platform deployment to the 1275 retail branches encapsulation desktop
rollout and application deployment sub-projects which utilized a range of over 100 personnel, comprising 10%
Consultant, 15% Client and 75% Vendor resources.
EXL International 1985 – 1995
 Industry: Engineering & Construction 1985 - 1995
Founder and President of a wholly owned subsidiary organization
Education
 Computing Hons. System Analysis and Micro Support Systems - Paisley University. Scotland
 Civil Engineering – Stow Engineering Institute, Scotland
Project Management and Computer Certifications and Memberships
 Managing Successful Programmes (MSP) – UK Office of Government Commence (2009)
 Project Management Profession (PMP) – Project Management Institute (since1999)
 Certified IBM Project Manager (1999)
 Computing - Paisley University. Scotland (1995)
 Micro Support Systems - Paisley University. Scotland (1995)
 Certified IBM Project Manager accreditation with George Washington University Masters Certificate Project
Management (MPM)
Publications and Presentations
 Integration of OS/390 & Lotus Domino IBM Redbook Publications 1996
Cell: 416 209 7171 Email: ggculpan@rogers.com