Carolina Stort

• 6 — Coordinated Agile Release Trains (ARTs) Across the Tasy EMR Ecosystem
• 330+ — Professionals Aligned Across Cross-functional Agile Delivery Teams
• 27 — Yearly Tasy Solution Releases Governed & Coordinated Across the Program

Tasy EMR organization was transitioning from a traditional Waterfall delivery model to Agile at scale, adopting SAFe from the outset. The challenge was to establish program and portfolio practices that connect business strategy and priorities to Agile execution, delivery outcomes, and value realization.

I contributed to the SAFe transformation by establishing program and portfolio practices across 6 ARTs. I owned PI planning coordination and execution, while driving prioritization, dependency management, capacity and delivery forecasting, release governance, and executive reporting to connect strategic priorities with Agile execution.

I created end-to-end visibility across 6 ARTs and 330+ professionals, enabling better decisions on priorities, risks, and forecasts while supporting around 27 releases per year.

• 20% — Average Sales Growth
• 1 Year — RFID Pilot Duration
• 3 — RFID Pilot Spanning Stores, Distribution, & Factory Operations

A leading Brazilian fashion retailer needed to improve inventory visibility and product availability while accelerating omnichannel capabilities. The challenge was to prove RFID’s business value and enable new fulfillment models across the supply chain and stores.

I managed a 1-year RFID pilot across 5 stores and the supply chain, implementing antennas, sensors, software, and analytics from factory to store. I coordinated business and technology teams to integrate RFID data into inventory, replenishment, and omnichannel processes.

The pilot contributed to a single-digit sales increase, improved product availability, and supported omnichannel fulfillment, while identifying replenishment and loss-reduction opportunities and enabling broader RFID adoption.

The Cadastro Positivo program involved multiple business and technology stakeholders, with limited standardization in PMO governance and visibility. The organization needed a more structured approach to support decision-making while ensuring security readiness for market releases.

I standardized PMO governance by establishing processes, templates, and reporting practices, creating clearer visibility of program status, risks, and decisions. I also coordinated with Experian’s Global BISO to track security requirements and ensure releases met information security expectations before market deployment.

I improved program visibility and decision-making, earning recognition from the business for the new governance approach while strengthening security oversight and release readiness through global BISO coordination.

Unilever was designing a new ITIL-based governance model for technology services supporting the LATAM business. The challenge was to translate the framework into operational practices across multiple service management areas while maintaining service continuity.

I participated in the design of the ITIL governance model and supported its implementation across CMDB, change and release, incident, problem, and service management for LATAM. I worked within each area by implementing and stabilizing, training teams, and transitioning responsibilities to operational owners.

I established ITIL-based practices across LATAM technology operations, strengthening governance, operational stability, and service delivery through defined service levels and structured transition to operational teams.