Tulla Private Equity CIO and Techwitty GM – Kevin O’Hara named in TOP 50 Australian Technology Leaders

The team at Techwitty are extremely proud to advise that our General Manager – Mr Kevin O’Hara was this month named by CIO Magazine as one of Australia’s Top 50 Information Technology Leaders! The The CIO50 showcases the variety of organisations and transformations that exist in different market sectors. The award recognising excellence in three key pillars: business transformation; innovation & leadership.

Business transformation

Under business transformation, Kevin was required to demonstrate examples of a major business transformation program that has significantly impacted the organisation over the last 12 months. He was also required to provide details of the business and technology strategies/objectives and how Tulla Private Equity Group under Kevin’s strategic direction ensured they were met.


Under innovation, Kevin was required to describe the technology innovations introduced over the last year and what they have enabled, while also discussing how the innovation/s were hatched and how they provided a competitive advantage.


Under leadership, Kevin was required to demonstrate how he had collaborated and influenced the organisation as well as the leadership team. In the judging, Kevin was further required to detail how his technology drove engagement with the overall organisation and executive team.

Judging for the award was undertaken by a panel of some of Australia’s most respected Executive Leaders who can be seen here…

It is a great acknowledgement of Kevin O’Hara’s wonderful work as the Group CIO and Technology Investment Portfolio Manager at Tulla Private Equity Group and also clear justification as to why the Board at Tulla have tasked Kevin with the key strategic role as General Manager of the Techwitty Digital Marketing and Creative Agency.

Snapshot of the Article:

Tulla Private Equity Group has investments in global mining companies, drilling companies, software companies, technology companies, digital agencies, festivals, lifestyle firms and even a thoroughbred stud.

With each investment comes a new set of processes, legacy systems, email servers, websites, supplier databases, digital assets and payment systems. Tasked with joining them all up is Tulla’s Group CIO, Kevin O’Hara.

“We embarked on the process in order to streamline our business processes, reduce the OPEX associated with the stratified legacy systems and processes that existed, and ultimately, to drive efficiencies through the various businesses,” says O’Hara. “As a result of the project, we were able to automate many components of the numerous companies day to day operations. We were able to streamline and at the same time drive significant cost savings throughout the group.”

A major IT transformation project began this year. The objective was to remove the dependency of the firm on external contractors and service providers and to regain control of all of the firms and investments IP, thereby enabling Tulla to make strategic data driven decisions. From there, the group hoped to find efficiencies, cost savings and opportunities to scale and roll-out a consistent digital strategy.

The project started with a global audit and assessment of each entity, and a review of the digital assets and management information systems that existed for each, before a structural assessment of the fragmented cluster of assets, the ownership and management of each, and the back end databases and hosting environments.

“In order to ensure the objectives were met, Tulla adopted an agile project management methodology,” says O’Hara. “Each week new issues were identified, particularly from a contractual complications perspective, with legacy supplier relationships, contracts, and service level agreements requiring numerous workarounds.”

The complex integration took the hard work of three teams working simultaneously and around the clock, in some cases completely rebuilding a number of digital assets and management information systems, while maintaining business continuity.

“I could say that we streamlined everything and easily got through the project, but this was simply not the case,” says O’Hara. “How did we overcome these challenges? With great difficulty…but we got there.”

As a result of the project, Tulla was able to automate many components of day to day operations across its portfolio and drive significant cost savings throughout the group.

“Most importantly, we were able to reduce the fragmented nature of system operations, and system administration, and to have control over our digital assets once and for all,” says O’Hara. “Through undertaking the process, we were able to gain a very good understanding of where cost savings and efficiencies could also be realised.”

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