SOFIAH NICHOLE SALIVIO

News Editor

SnapLogic has appointed Molly Matthews as President and promoted Anjana Kashyap to Chief Customer Officer and Cassie Capano to Chief People Officer.

The changes come as demand linked to artificial intelligence contributes a growing share of the company’s revenue.

Matthews will lead cross-functional efforts focused on growth, operational alignment and international expansion. Her remit includes entering new markets, overseeing business transformation and improving metrics such as gross and net revenue retention.

Her appointment adds a senior operating executive with experience across public and private companies. Before joining SnapLogic, Matthews was Senior Advisor and Chief Executive Officer at Pushpay, where she helped expand the business to more than 14,500 customers processing more than USD $8 billion in online donations each year during her tenure.

SnapLogic sells software that connects applications, data and services across organisations. It has positioned that work around AI adoption, arguing that businesses need connected systems and managed processes if AI tools are to work across different parts of an organisation.

That backdrop helped shape the case for the appointment. In 2025, AI-related work accounted for more than 20 per cent of new and expansion revenue, according to SnapLogic. Its platform also processes more than 4.7 trillion documents a month and handles more than 32 billion API calls.

Chief Executive Officer Brad Stewart said the appointments are intended to support the next stage of the company’s development.

“Our growth is being driven by demand for AI that delivers real outcomes, not experiments,” Stewart said. “Molly is a proven leader who knows how to scale organisations and operations. She’ll bring the focus and discipline needed to sharpen execution, accelerate growth, and ensure we deliver consistently for our customers.”

Matthews said many companies have moved beyond testing AI models and are now facing operational challenges in deploying them in day-to-day business processes.

“Most organisations aren’t struggling to build AI; they’re struggling to operationalise it,” Matthews said. “SnapLogic is uniquely positioned to solve that by bringing integration and orchestration together in a way that’s simple, governed, and built for scale. The company has seen great momentum with customers as a result, and I’m excited to help build on that as we enable more companies to turn AI into something that actually works across their business.”

Internal promotions

Alongside Matthews’ arrival, SnapLogic promoted two existing executives. Kashyap, a 15-year veteran of the company, takes on the Chief Customer Officer role after serving as Senior Vice President of Customer Excellence.

She will oversee the customer journey, with responsibility for adoption, retention and customer value. The move puts a long-serving internal executive in charge of one of the company’s most important operating areas as software groups across the sector place greater emphasis on renewals and expansion among existing clients.

Capano, who joined in 2023 as Vice President of People, has been promoted to Chief People Officer. She will lead the company’s global people strategy, including talent development and leadership programmes.

The promotion reflects a broader focus across the software sector on hiring, retention and internal management as companies adapt to shifting demand patterns and a more mature market for AI-related products. For SnapLogic, naming a Chief People Officer suggests a push to build more structure around workforce planning as it grows.

Growth focus

Together, the three appointments point to a push for tighter execution across operations, customer management and staffing. Rather than making a single external hire, SnapLogic has combined one senior appointment with two internal promotions, expanding the responsibilities of executives who already know the business.

That mix can matter for software companies pursuing growth while trying to keep customer relationships stable. A new President can lead growth initiatives and internal coordination, while established leaders in customer and people roles can help limit disruption.

SnapLogic counts AstraZeneca, Adobe, Verizon and Sony among its customers. It competes in a crowded market for integration tools, where vendors increasingly position their products as the connective layer that allows AI systems, business applications and data sources to work together.

For Matthews, the challenge will be turning that positioning into sustained growth across markets and customer accounts. For Kashyap and Capano, the task is more internal: keeping customers engaged and building the workforce needed to support the company’s expansion plans.

Cotswold Pub Partnership Limited entered insolvent liquidation in April 2025 after a formal resolution to wind up the business.

The company trades as The Fox Inn in Great Barrington, near Burford, a riverside inn that can be found on the banks of the River Windrush and is described as an “award‑winning gastro pub with rooms”.

The pub remains open.

Its owner previously told us that Cotswold Pub Partnership Limited was an umbrella company that was liquidated on “professional advice”.

The Fox in Barrington (Image: Google Maps)

Thames Water is also owed money (Image: Google Maps)

Simon Renshaw, of London-based IQ Insolvency, was appointed as liquidator on April 9.

Documents submitted to Companies House reveal the company has £502,587 worth of debts to settle to six creditors.

The main one is HMRC, which is owed £310,968. Thames Water is also listed as a creditor, being owed £7,960 while The Angel at Burford Limited of Witney is owed £72,693, the publicly available accounts show.

READ MORE: UK college in administration leaving nearly 6,000 students in limbo

However, the documents also show there is an estimated deficiency of £437,213 – meaning it is likely most the money may not be paid back based on estimates.

A new company was set up by Cotswold Pub Partnership limited directors Gemma and Terence King in April called Fox at Barrington Limited.

Mr Renshaw said in a report: “It is not anticipated that the work the liquidator has carried out to deal with the company’s assets will provide a financial benefit to creditors.

“This is because either the value of the assets was insufficient to produce a financial benefit after the associated costs of realisation were taken into consideration, or because there were no assets owned by the company in accordance with the company’s statement of affairs that could be realised for the benefit of creditors.”

SOFIAH NICHOLE SALIVIO

News Editor

Manhattan Associates has published research showing that most UK shoppers prefer human staff to AI assistants for complex retail service issues. The survey covered 2,000 UK consumers.

Nine in 10 respondents said they would rather deal with a person when handling complex complaints, and 90% preferred human help when negotiating refunds. The findings suggest shoppers draw a clear line between routine tasks they may hand to automated tools and more sensitive interactions where they want staff involved.

Returns emerged as another area where human contact still dominates. The research found that 81% of shoppers prefer a human store associate over a digital assistant for product returns, compared with 19% who favour a digital assistant.

Among those who chose human support for returns, trust was the most common reason, cited by 70% of respondents, followed by accuracy at 53%. Among those who preferred a digital assistant, convenience and speed were the main factors, at 63% and 60% respectively.

The results come as retailers and supermarkets test AI shopping assistants and customer service tools across online and store operations. The data suggests consumer acceptance may depend less on whether the technology is available and more on whether shoppers believe it is suitable for the task at hand.

Selective use

There was more willingness to use AI for straightforward tasks. More than a third of respondents, 36%, said they were happy to use a digital assistant for practical jobs such as finding a returns drop-off point.

This points to a more selective approach from consumers rather than outright resistance to automation. Shoppers appear willing to use AI where the interaction is simple, low-risk and time-sensitive, but remain cautious when the issue involves money, complaints or judgement.

Martin Lockwood, Senior Director at Manhattan Associates, said the findings show a gap between the retail sector’s enthusiasm for AI and how customers want to use it.

“Conversations around AI in retail are often framed around what the technology can do. But what matters just as much to people is what they trust that technology with. This isn’t about replacing people – it’s about using AI to augment them and give them the space to do what they do best. This is what will build the kind of customer experiences that create lasting loyalty.”

Trust and accuracy

The figures underline how strongly shoppers associate human service with reliability when the outcome matters. Product returns, complaint handling and refund discussions often involve explanation, discretion and the possibility of disagreement, all of which appear to push consumers towards human interaction.

By contrast, the appeal of digital assistants was tied to faster completion of simple tasks. That suggests retailers may find greater acceptance for AI tools in areas such as navigation, information retrieval and basic service queries, rather than in dispute resolution or exception handling.

For retail operators, the findings raise practical questions about where to place AI within customer service channels. Businesses that direct automated systems to high-volume, routine interactions may face less resistance than those that use them at moments when customers expect empathy or personal judgement.

The research also points to a risk for retailers that overuse automation in areas where customers still want a person. Service changes that reduce access to staff during returns or complaints could undermine trust if shoppers feel they are being pushed into a process they do not want.

Lockwood said retailers should treat AI and staff as having different roles rather than as substitutes.

“Retailers need to look at AI and human associates as having complementary strengths, not competing ones. The data tells us exactly where consumers want speed and where they want trust. Aligning your customer experience strategy to that insight is essential as the capabilities of AI continue to expand.”