Dylan’s rapid expansion into new product lines and distribution channels exponentially increased the complexity of its tax accounting. Product taxability varies by location, and the team has to know where their sweets are classified as food and whether a clothing item qualifies as a luxury goods item. The company’s omnichannel strategy introduced additional complications and potential for error.
As the business grew, so did the challenge of keeping up. And to make matters even more challenging, their systems didn’t talk to each other – GL, inventory and POS systems were completely disconnected.
The accounting team had been calculating taxes, filing in each state and managing exemption certificates for hundreds of customers, essentially by hand. Auditors found Dylan’s books such fertile ground for back taxes, penalties and interest that they came back year after year – New York state alone audited the company on an annual basis from 2006 to 2012.
"It was really gruelling,” says Lois Browne, the company’s vice president of finance. “Every time an auditor came in, we’d have two people completely dedicated to that for at least three weeks. Our exposure was so high that we couldn’t afford not to prioritise it.”