Vantage Towers has moved its landlord relationship management onto the ServiceNow AI Platform as part of an 'Agentic AI First' strategy.
Building a system that can sense inbound signals across channels, understand context, prioritize work, and drive consistent outcomes across markets.
The goal is simple to state and hard to deliver: make landlord service feel like a modern customer journey, even though Vantage Towers pays the landlord, not the other way around.
The shift matters because Vantage Towers operates at a scale where experience quality directly protects investment. The company manages 88,000 locations and works with roughly 55,000 landlords. When those relationships break down, the commercial downside is not theoretical. It can mean losing a site, losing sunk build costs, and triggering disruption for mobile network operators and local communities.
The Starting Point: A Fragmented Experience With No Single View
Before the change, the landlord service experience looked like many static maps do in enterprise environments. Contacts came in through multiple channels and ended up in separate places. That made it difficult to see the full picture and manage service fairly.
As Tobias Steinig, CDO at Vantage Towers, explained, when requests are scattered across individuals and channels, teams lose the ability to prioritize intelligently.
“If you do not have one central bucket where you have all of the things flowing in, how would you prioritize.”
The practical impact is not just operational friction. It is inconsistency. One team might respond quickly because they happen to have capacity. Another might miss context entirely. And at Vantage Towers scale, inconsistency becomes risk.
Steinig’s framing of the problem starts with the economics of tower infrastructure.
Vantage Towers’ model depends on matching the right location with the right mobile network operator and the right landlord agreement. Once contracts are signed, the company invests heavily to build and operate the infrastructure.
That makes landlord sentiment a business control point, not a soft metric.
Steinig emphasized: “There’s nothing worse in our business than if the landlord, after two three years, is fed up with you because you didn't do a job properly, and then ask you to leave.”
He tied that directly to financial and operational fallout. “That means all the investment is gone,” Steinig noted, alongside disruption to operators and communities. From that perspective, landlord experience behaves like a retention journey. It is just inverted commercially.
Choosing ServiceNow Over A 'Patchwork Enterprise' Approach
Vantage Towers evaluated options that might typically sit in a customer service stack. But Steinig said the company needed a provider willing to co-create, because landlord management is not a standard customer scenario.
ServiceNow stood out for two reasons.
First, the platform could consume data from existing systems without forcing wholesale migration. Vantage Towers keeps asset data in other platforms and payments in SAP, while running the landlord domain on ServiceNow.
Second, ServiceNow was willing to help tailor customer service to a stakeholder that is not a customer in the traditional sense. Steinig framed it as a practical shift:
“We came to conclusion that we want to treat that stakeholder like a customer, but there's a big difference between a landlord and a customer. Customer usually pays you, while we have to pay the landlord.”
Steinig described the outcome as a co-creation model rather than a standard vendor deployment. For ServiceNow, he suggested the opportunity was also about proving the platform in a new scenario.
From Static Handling To Dynamic Journeys With Agentic AI
In the legacy model, a landlord’s request could land with a person who only saw one slice of the overall workload. That limits context, prioritization, and consistency.