Business & Technology
Simba Sleep lifts approvals with Snap Finance deal
SOFIAH NICHOLE SALIVIO
News Editor
Simba Sleep has expanded its finance offering through a partnership with Snap Finance UK, a move that lifted second-line finance approvals and average order value.
In the first six months, 17% of customers declined by Simba’s primary lender were approved through Snap. Simba said this was a tenfold increase on the acceptance rate achieved with its previous second-line lender. Average order value also rose by 50% after Snap’s option went live at checkout.
Simba, which sells mattresses and other sleep products online, added Snap to its existing multi-lender arrangement to reach shoppers who do not secure approval from mainstream lenders. The finance option was integrated into its online checkout through a Shopify plugin in three weeks.
Customers declined by Simba’s primary lender are directed to Snap’s payment options through a digital application process. Simba has also made Snap’s finance available earlier in the checkout journey, rather than limiting it to those turned down by a first lender.
The arrangement reflects a broader shift among retailers towards using more than one finance provider at the point of sale. Companies adopting that model are trying to capture demand from consumers who are willing to buy but may not meet the criteria of prime lenders.
Snap said more than 20 million financially underserved adults in the UK could benefit from wider access to retail credit, although it did not provide the source for that figure in the announcement. The lender positions itself as a complementary option for customers with limited credit history or non-standard income.
Retail finance
Point-of-sale finance has become a common feature of online retail, particularly for higher-ticket household purchases such as beds, sofas and appliances. For merchants, the appeal is reducing abandoned baskets and widening the pool of customers who can complete a purchase.
Simba said the rise in average order value suggests shoppers used the additional credit option to buy more than a single mattress, adding related items to their baskets. It linked the increase to greater customer confidence at checkout when more than one finance route is available.
Jon Moore, Marketing and eCommerce Director at Simba, described the early results as significant and said they supported the company’s aim of keeping its products accessible to more consumers.
He said: “At Simba, we’re continually exploring ways to maintain momentum as one of the UK’s most recognisable sleep technology brands. Working with Snap and leveraging its innovative, unique approach to inclusive, responsible finance strengthens our multi-lender strategy and helps make our products as accessible as possible. The results we’ve achieved in a short space of time have been hugely impressive, especially from a three-week onboarding process. Since launching, we have converted more customers by giving them more options at checkout, or, for those declined for finance, a valued second chance. That is clear proof of the impact a robust POS lending ecosystem can have on consumer confidence and buying power. Our partnership with Snap Finance also reflects our B Corp status and socially conscious operations, as Snap’s approach means we can offer financially underserved customers credit without an inaccessible APR price tag.”
For Snap, the Simba partnership serves as a case study for retailers that want to add a second lender without replacing their primary finance provider. Its role is to sit alongside mainstream providers and capture applications that would otherwise fail at the first stage.
Approval data
The figures released by Simba focus on outcomes after a customer has failed to secure finance from the first lender. A 17% approval rate among first-line declines means nearly one in six of those rejected initially went on to secure finance through the second option.
That matters for retailers because these customers have already shown buying intent and reached the point of applying for credit. If they leave the site after an initial rejection, the sale is usually lost.
Andy Smith, Chief Executive Officer at Snap, said the results showed how a multi-lender setup could expand access to finance while increasing sales conversion.
He said: “Our partnership with Simba is a clear demonstration of the benefits of a robust, multi-lender strategy, where Snap’s inclusive finance complements, rather than competes with, mainstream providers. Together, through inclusive, responsible lending, we’ve made sure that customers, such as those with limited credit history or non-standard income, are not left out when making high-value, needs-based purchases like mattresses. It has also highlighted how multi-lender strategies boost consumer confidence by closing the gap between intent and purchasing power. Our research tells us that 39% of customers are very or somewhat confident about which lender will approve them. By offering greater credit choice upfront and payment options better suited to them, retailers can convert bigger baskets from satisfied customers. Simba’s experience is proof of this in action.”
Snap said its affordability assessment draws on data from credit bureaux, open banking, Universal Credit and HMRC records as part of a digital income verification process. This allows it to assess applicants beyond conventional credit scores alone.
The partnership underlines how retailers are refining checkout finance options to reduce friction for customers outside prime lending criteria, while using additional credit routes to retain sales that might otherwise be lost after a first decline.
Gas network company SGN confirmed it had repaired three minor gas leaks and left the site on Monday, August 3, six days earlier than expected.
The leaks were discovered during excavation works last month and contributed to the pushing back of the road’s reopening date, yet again, to September 20.
The completion of the gas mains replacement marked a significant step forward in the wider Oxford Station improvement project, which was originally budgeted at £161 million but is now expected to cost at least £237 million.
The development prompted hopes that Botley Road, closed beneath the rail bridge since April 2023, could reopen earlier than planned.
However, Network Rail has moved to manage expectations, saying the project remains on course to meet its existing target date rather than finish ahead of schedule.
A Network Rail spokesperson said: “We’re pleased that SGN has completed its gas mains replacement work.
“While this is an important milestone, it doesn’t necessarily mean the overall project will finish early as some remaining work is dependent on access to the railway, which we have had to rearrange to enable the replacement of the gas main.
“Our focus remains on meeting our planned deadline of 20 September for reopening Botley Road to traffic.”
While the completion of the gas works removes one of the most recent obstacles facing the scheme, Network Rail says further work under the bridge and around the station is still needed before the route can reopen to traffic.
The club is currently struggling in the summer heat, and has launched a new fundraiser to keep its gymnasts safe.
The club, which is based at Grove House Barn near Warkworth in Banbury, launched the fundraiser so it could buy and install four air conditioning units to keep its space cool.
Currently, the club hopes to raise £7,000 through the appeal so it can buy four 10kW air conditioning units and cover all the installation costs.
So far, the club has raised £380.
Karl Wade, director of Wade Gymnastics, said the club has become “increasingly warm” during the summer months due to the rising temperatures.
READ MORE: Thames Water leakage targets are ‘not realistic’ says boss after pay rise
“Despite our best efforts to keep doorways and shutters open, it becomes very uncomfortable for gymnasts to play and train,” Mr Wade said.
He added: “The safety of our gymnasts and coaches is always our utmost priority.
“Unfortunately, the risk of having to close the business during these hot spells is increasing and we need to have more effective ways of keeping everyone cool.
“An air conditioning system would allow the business to stay open during those extreme hot conditions and continue to provide classes for everyone who attends.”
The gym currently delivers classes seven days a week for around 900 people, which range from toddlers to athletes competing at national level.
The gym club was founded more than four decades ago by Ruth Wade and, for the past 20 years it has been based at its current facility.
SOFIAH NICHOLE SALIVIO
News Editor
Solihull Council has appointed ICS.AI to deliver the first phase of an AI Transformation Discovery programme to examine how artificial intelligence could be used across several resident-facing services.
The 24-week programme will review opportunities in Adult Social Care, Children’s Services, Economy & Infrastructure, and Public Health. It is intended to help the council decide where AI could be used and where future spending should be directed.
In this first phase, ICS.AI will assess the council’s readiness for AI and identify use cases across the four service areas. The programme is expected to produce a prioritised shortlist of about 200 use cases, including 50 validated from a finance perspective, alongside a longer-term AI Transformation Roadmap.
The work is intended to create an evidence base before any wider implementation decisions are taken. Ethics, privacy, and safeguarding will be considered throughout the assessment process.
Discovery phase
ICS.AI will use its AI Target Operating Model framework to review Solihull’s current position across five dimensions before ranking opportunities. The outputs will be based on council-owned baseline data and reviewed by public sector specialists.
The approach reflects a broader pattern among local authorities exploring AI in service delivery while facing pressure to justify spending and manage risks around data use and public accountability. Councils have also been seeking clearer business cases before committing to larger technology programmes.
Solihull said the discovery exercise would support a measured approach to service modernisation. The authority wants to identify where AI could improve services for residents while also demonstrating value for money.
“We are committed to taking a well-considered and planned approach to modernising the services we provide. By building a strong evidence base for future decisions, this programme will help us understand where the greatest AI opportunities exist. We will then be able to prioritise those improvements that will deliver the greatest benefit for residents, while ensuring full value for the council,” said Councillor Dave Pinwell, Cabinet Portfolio Holder for Resources, Solihull Council.
Public sector focus
ICS.AI said the Solihull engagement builds on work it has carried out with more than 20 public sector organisations using its AI transformation and discovery assessments. Those organisations include Derby City Council.
The company focuses on AI projects for the public sector, where interest has increased as authorities look for ways to manage demand pressures in social care, public health, and other frontline services. At the same time, councils are under scrutiny to show that new technology investments are proportionate and supported by practical evidence.
Dwayne Johnson, Chief Local Government Officer at ICS.AI, said local authorities need stronger justification before committing funds. “Local authorities need confidence that every investment is backed by robust evidence and long-term value for residents. Solihull Council is taking the right approach by starting with a structured discovery programme that builds a clear understanding of priorities before decisions are made. By developing finance-validated business cases and a practical roadmap, the council can be more proactive in the decisions it makes,” he said.
The programme’s initial outputs are expected to give Solihull a ranked view of where AI could be applied across services, the level of organisational readiness, and which projects may warrant further consideration. This first phase is focused on identifying options rather than moving directly into deployment.
For local government leaders, that distinction is becoming increasingly important as councils test AI in areas that affect vulnerable residents and essential public services. In Solihull’s case, the work spans some of the authority’s most visible functions, including care services, children’s provision, public health activity, and parts of local infrastructure planning.
The council aims to use the findings to inform later investment decisions through finance-validated business cases and a practical roadmap for future priorities.
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