Tomi Rekonen

Background

About Tomi Rekonen

I help organisations get more from ServiceNow, not just technically, but strategically. With over 20 years in enterprise IT and 15+ years specialising in ServiceNow at scale, I've spent my career working at the intersection of platform architecture, governance, and business outcomes. Most of that time has been in financial services and pharmaceuticals, two of the most heavily regulated industries out there, leading complex programmes where things inevitably go wrong and knowing what to fix first, and fast, is as important as the original plan. A significant part of that work has been directly tied to audit and regulatory commitments, helping organisations resolve findings, demonstrate compliance, and build platforms that hold up to scrutiny. At the end of the day, a platform is just a tool. What actually drives success in enterprise ServiceNow, or any major platform, is solid top-down leadership, a relentless focus on business outcomes rather than technical solutions, and data that's ready to support where the business is going. Get those three things right and the technology follows. Get them wrong and no amount of clever configuration will save you. I work across the full breadth of the platform covering ITSM, ITOM, CMDB/CSDM, IRM, ITAM, Service Mapping, AI and agentic automation, though most of my experience sits in the complex, heavily customised environments where governance, compliance, and scale all collide, and where clear architectural thinking is the difference between progress and going round in circles. A lot of that means helping organisations find their way back to the platform, unwinding years of custom development, reducing technical debt, and rebuilding on sound foundations without losing what actually matters to the business. I also spend a lot of time on the operating model side: how platform teams are structured, how governance works day to day, and what mature looks like when you move out of delivery-mode and into running ServiceNow properly at enterprise scale. Increasingly, the work I find most valuable is on the people and leadership side. Building teams, developing careers, and creating the conditions where architects and consultants can do their best work. Good platform strategy only sticks when the people running it are genuinely growing alongside it. If you're thinking seriously about where ServiceNow fits in your organisation's future, not just what it does today but how it needs to evolve as AI fundamentally reshapes what enterprise platforms are for, I'd love to connect.