What Are Addbacks?

 Just as a cookie jar might contain various fillers—like wrappers, crumbs, or even non-cookie items—that take up space and obscure the actual number of cookies inside, a business’s financial statements can include discretionary, non-recurring, or non-operating expenses that cloud its true profitability.

When preparing to sell your business, identifying and removing these “fillers”—the add-backs—allows potential buyers to see the genuine earning potential, much like clearing out the extraneous items from the jar showcases the actual quantity of cookies. This process ensures that the valuation reflects the business’s real performance, providing a transparent and accurate picture to prospective buyers.

By meticulously adjusting for these add-backs, you’re effectively presenting a “cookie jar” that accurately represents its contents, thereby enhancing the attractiveness and perceived value of your business in the eyes of potential buyers.

Addbacks are therefore adjustments made to a business’s earnings (also called profits) to reflect its true profitability and cash generation ability to the new owner of the business.

Common addbacks include:

• Excessive Owner Salaries: When an owner’s salary exceeds market rates, the difference can be added back.
• Personal Expenses: Costs like travel, meals, or vehicles unrelated to the business can be excluded.
• One-Time Costs: Expenses such as legal fees or one-off marketing campaigns are often non-recurring.

For buyers, addbacks provide a clearer picture of the business’s cash flow under new ownership. For sellers, they’re a critical tool for increasing the EBITDA figure used in valuations. 

Tom’s Addbacks: Uncovering Hidden Value

At CronosNow, our mission is to help guide e-commerce business owners to understand their financials and make informed decisions. While we don’t provide brokerage or M&A services directly, our expertise in e-commerce accounting enables us to offer valuable guidance during critical moments—like preparing a business for sale. We also have partners who are experts in valuation and exit planning. One thing that they all know for sure – you have to have high-quality accrual accounts for at least 24 months and ensure that any add-backs are clearly accounted for and identifiable to use in any valuation model.

By helping Tom identify addbacks, we empowered him to increase his business’s valuation by over $1 million. Here’s how we did it.

In Tom’s case, we conducted a thorough analysis of his financials and identified the following addbacks:

1. Owner Salary Adjustment:
   Tom was drawing a $300,000 salary, far above the $80,000 market rate for a general manager. The $220,000 difference was added back to the EBITDA.
2. Personal Expenses:
   Over the year, Tom had spent $20,000 on travel and $10,000 on meals and entertainment. These were unrelated to the business and were added back.
3. One-Time Costs:
   Tom had incurred $25,000 in legal fees for a trademark dispute and $15,000 on custom packaging for a product launch. These non-recurring expenses were also added back.

Total Addbacks Identified:

• Owner Salary Adjustment: $220,000
• Personal Expenses: $30,000
• One-Time Costs: $40,000

Grand Total for all addbacks: $290,000

Revised Earnings: EBITDA to SDE

For smaller owner managed businesses in the e-commerce space it is more common to use the earnings figure often called Sellers Discretionary Earnings (SDE), which is an adjusted EBITDA (remember earnings before interest, taxes, depreciation and amortization).

EBITDA was the original earnings figure used by the buyers to value the business, by adjusting for addbacks we then get to SDE or as some will call it adjusted EBITDA (same thing!)

The original accounting EBITDA of $1,000,000 is adjusted to SDE by addbacks of $290,000, giving SDE of $1,290,000

This is a much more accurate indicator of the cash flows that the new owner will be purchasing when taking over the business.

Revised Valuation: $5.16 Million

With the SDE (or we can call it adjusted EBITDA), Tom’s business valuation increased significantly. Here’s how the numbers changed:

Original Valuation:
$1,000,000 (EBITDA) × 4 (multiple) = $4,000,000 plus inventory cost

Adjusted Valuation:
$1,290,000 (Adjusted EBITDA) × 4 (multiple) = $5,160,000 plus inventory cost

By identifying and applying $290,000 in addbacks, we helped Tom unlock an additional $1.16 million in value—an increase of 29%.

CronosNow’s Role: Adding Value Through Accounting Expertise

As Tom’s accounting partner, our role was to guide him through the financial aspects of his sale—not to broker the deal. We helped him identify areas where addbacks could be applied, prepare detailed documentation, and present his case confidently to potential buyers.

Our support gave Tom the clarity and confidence he needed to negotiate effectively. By showing buyers a transparent and well-documented EBITDA adjustment SDE, Tom positioned himself for a highly successful exit.

Lessons Learned: Preparing Your Business for Sale

Tom’s journey offers valuable lessons for e-commerce entrepreneurs:

1. Start Early:
   Identifying addbacks and preparing documentation takes time. Begin the process months—or even years—before you plan to sell.

   This all requires high-quality accrual basis accounting as a foundation as well!

2. Partner with Specialists:
   Work with an accounting firm that understands the unique challenges of e-commerce. From inventory management to profitability analysis, industry expertise matters.
3. Be Transparent:
   Buyers value clarity. Document your addbacks thoroughly and present them logically to avoid pushback during negotiations.
4. Know Your Market:
   Understanding industry multiples and valuation benchmarks ensures you approach negotiations with confidence.

Common Addback Opportunities for E-Commerce Sellers

If you’re preparing to sell your business, here are some areas to explore for potential addbacks:

• Owners salary and 401K contributions above market value
• Meals, transport and entertainment expenses specific to owner
• Freight and Shipping Adjustments: Premium shipping costs that aren’t essential to operations.
• Marketing Overhead: One-off ad campaigns or experimental promotions.
• Discretionary Spending: High-end software, office upgrades, or personal perks.
• Non-Core Revenue or Costs: Income and expenses from unrelated ventures or side projects.

Your Exit Strategy Starts Today

At CronosNow, we’re committed to helping e-commerce business owners maximize the value of their hard work. While we don’t offer brokerage services, our expertise in accounting and profitability analysis makes us an invaluable partner in preparing your business for sale.

If you’re considering selling your e-commerce business, we’d love to help you unlock its full potential. Contact us today to learn more, or explore our free resources here: [Insert Link].

The Solution: Cash Basis Tax Return

The cash basis tax return offers a potential solution in a very specific scenario.

Even though Jim’s bookkeeping is on an accrual basis (which better reflects the health of his business), the IRS allows businesses with under $29M in revenue to file taxes using cash basis accounting if they do not have detailed inventory records or systems – which many early stage fast growing sellers do not officially have. This means Jim could calculate his taxes based on cash inflows and outflows, rather than the accrual profit.

NOTE: The IRS sets specific rules around which businesses qualify for cash basis accounting. Check to ensure your business meets the criteria, which includes staying below the $29M gross receipts threshold on average for the prior three years and that you have limited inventory management systems and data.

Hybrid Cash Basis: The Grey Area

In Jim’s case, we suggested treating inventory purchases as “incidental costs”, as his business didn’t have a fully formalized inventory system. This method allowed Jim to expense inventory purchases immediately on a true cash basis, which is not the typical hybrid approach.

The hybrid approach, as defined by the IRS, generally requires businesses to account for inventory and COGS on an accrual basis, while other parts of the return can be filed on a cash basis.

This gray area exists because the IRS allows businesses without a formal inventory system to treat their inventory purchases as incidental. However, it’s important to note that this can trigger an audit risk, as the IRS may question the validity of treating inventory this way.

Pros of Cash Basis Tax Return:

• Defers taxes to future years
• Helps you manage cash flow in high-growth phases
• Allows deduction of inventory costs upfront (with some audit risk)

Cons of Cash Basis Tax Return:

• Increases IRS audit risk
• This is not a permanent tax saving
• Pushed tax liabilities must be paid in future periods

Why It’s Not a Long-Term Tax Saving

It’s crucial to understand that the cash basis tax return isn’t a way to permanently reduce your taxes. Instead, it’s a timing strategy. The tax liability you defer today will eventually catch up when inventory growth stabilizes or slows down.

In Jim’s case, the deferred tax will surface when his business hits a more stable phase. At that point, the deferred profits will result in higher taxable income.

In a perfect scenario, this method gives Jim time to either:

• Sell the business, and the deferred taxes could potentially be treated as capital gains instead of income tax, or
• Pay the taxes later, when the business is stable and producing enough cash flow to cover the taxes comfortably.

The Risks of This Approach

While this strategy may offer relief in high-growth periods, it’s important to note the potential risks:

• IRS Audit Risk: The grey area of treating inventory as incidental costs means you could be subject to IRS scrutiny. There is a chance that the IRS disallows the inventory on cash basis and requires the full hybrid approach for inventory and COGS
• Not a Tax Reduction: This approach only defers tax liabilities. The taxes will still need to be paid in future periods.
• Cash Flow Management: Careful planning is needed to ensure you have the cash available in future years to cover the deferred taxes.

Final Thoughts: Navigating High-Growth Phases

For Jim, the cash basis tax return offered a temporary solution to help him manage cash flow during a high-growth phase.

However, this strategy requires careful consideration and planning. It’s important to consult with a tax advisor to ensure that you comply with IRS rules and understand the long-term impact of deferring taxes.

“In high-growth phases, it’s essential to balance reinvesting profits into inventory with managing tax liabilities. The cash basis tax return can give you breathing room — but it’s not a permanent fix.”

If you’re facing similar challenges in your eCommerce business, feel free to reach out to discuss how we can help you manage your accounting and tax strategy.

Jim’s Practical Approach to Managing His Taxable Income

In Jim’s case, after consulting with his CPA and confirming that his inventory management approach was still informal with no live inventory system in place, he decided to file his tax return using the fully cash basis approach including treating inventory as incidental costs and deducting on full cash basis.

This allowed him to take the full $1.5M inventory increase as a deduction in that year, effectively reducing his taxable income to a tax loss. While Jim had $1.2M in accrual profit, the cash basis method provided immediate relief from a large tax bill, because the IRS allows small businesses (with gross receipts under $29M) to use cash basis for their tax returns.

Result: Jim’s taxable income for the year was effectively reduced to zero for the current year, and he actually reported a tax loss. He understands that this all rolls forward to future profits though and he has some careful planning to do for the next year.

Looking Ahead: Jim’s Tax Strategy for Future Growth

While this solution worked in the short term, Jim understands that this isn’t a permanent tax-saving measure. Instead, he’s pushing his tax liability forward into future periods. Since Jim doesn’t expect his business to grow as aggressively next year, his inventory levels will likely stabilize, and he’ll report profits again — both on a cash basis and an accrual basis.

However, Jim is okay with this because of a few key factors:

• Cash Flow: Next year, Jim expects his business to be both cash flow positive and accrual profit positive, meaning he’ll have funds available to pay the taxes required on those deferred profits.
• Business Exit Strategy: Jim is also contemplating selling his business in the future. By using the cash basis approach, he may be able to push more of his income tax profits into a single capital gain. Capital gains tax is often taxed at a lower effective rate than income tax, which could significantly reduce his tax burden when the business is sold.

“By deferring profits with the cash basis method now, Jim is essentially buying time. He plans to pay those taxes when his cash flow is stronger, or potentially push them into a capital gain if he decides to sell his business.”

Practical Benefits & Risks of Jim’s Strategy

Benefits:

• Immediate Tax Relief: By taking a full inventory deduction under cash basis accounting, Jim avoided a hefty tax bill in a high-growth year.
• Flexible Timing: The cash basis approach gave Jim the flexibility to manage taxes during his high-growth phase, pushing liabilities to future years.
• Capital Gains Advantage: If Jim sells his business, deferred profits could be taxed at the lower capital gains rate, reducing his overall tax burden.

Risks:

• Deferred Tax Liability: The taxes deferred today will need to be paid when growth slows and profits stabilize. Jim must plan for future cash flow to cover these deferred taxes.
• IRS Audit Risk: As mentioned earlier, the gray area of treating inventory as incidental costs, and not using the IRS-recommended hybrid approach, comes with a potential audit risk. Jim and his CPA must be prepared to justify this method if questioned and ensure that they can justify the treatment of inventory as incidental costs due to there being no formal inventory system in place

Final Thoughts: Planning for the Future

Jim’s story offers valuable lessons for eCommerce sellers in high-growth phases. The cash basis tax return provided immediate tax relief when his business was growing rapidly, allowing him to reinvest more into his inventory without worrying about a huge tax bill. However, this strategy requires careful cash flow planning for future years when taxes will inevitably need to be paid.

Additionally, Jim is keeping the possibility of selling his business in mind. If he does exit, the deferred taxes could turn into a capital gain, providing him with further tax advantages down the line.

If you’re an eCommerce seller in a similar position, it’s essential to work with your accountant or CPA to determine if the full cash basis tax return strategy is right for you and if you meet the criteria to treat inventory as an incidental cost. Every business has different growth patterns, cash flow needs, and tax implications, so planning ahead is key.

The Accounting Oversight

Caroline was using accrual accounting, which is great for matching revenues with expenses in the period they occur. However, she was only accounting for the “buy cost”—the price she paid her suppliers for the products.

She overlooked the landed costs, which include:

• Inbound Freight: The cost of shipping the products from the supplier to her warehouse.

• Customs and Duties: Fees charged by the government for importing goods.

By ignoring these additional costs, Caroline was understating her Cost of Goods Sold (COGS) by 46%!

The Impact on Profit Calculations

Because her COGS was understated, Caroline’s gross profit appeared much higher than it actually was. This inflated profit number was then used to calculate the incentives for her ads agency. Over the last quarter, she ended up paying the agency $84,000 more than she should have.

How Gross Profit Should Be Calculated

Gross Profit = Sales Revenue – COGS

Where COGS (cost of goods sold) should include all costs to get the product to a state of being ready to sell, namely the LANDED COST:

• Buy Cost: The supplier’s price.
• Inbound Freight: Shipping costs to your warehouse.
• Customs and Duties: Import fees.

By omitting inbound freight and customs, Caroline’s COGS was missing substantial expenses, leading to an inaccurate gross profit for the last quarter. Her last purchase order shipment arrived 4 months ago and her bookkeeper did NOT add the freight and customs to the inventory balance but rather expensed it as paid. What a mess!

The Domino Effect

This accounting mistake didn’t just affect agency fees. It had several other repercussions:

• Misguided Business Decisions: Caroline invested in products and marketing strategies based on inflated profit margins.
• Cash Flow Issues: Overestimating profits can lead to overspending and potential cash shortages.
• Tax Implications: Incorrect profit reporting can result in tax complications down the line.

How Caroline Fixed the Problem

Realizing something was off, Caroline consulted with CronosNow who specializes in e-commerce. Here’s how the problem was fixed::

• Recalculated COGS: We included all landed costs—buy cost, inbound freight, and customs—in her COGS calculations.
• Adjusted Financial Statements: We updated her financial records to reflect the true landed cost based COGS and profit figures.
• Renegotiated Agency Terms: Caroline then discussed the oversight with her ads agency and renegotiated the incentive structure based on accurate numbers.
• Implemented Better Accounting Practices: We set up systems to ensure all costs are accounted for in the correct periods.
• Setup a process for recording inventory: We helped to setup a proper process for recording inventory at landed cost and processed the related COGS using these updated numbers. We then implemented a tool called SellerVue (www.sellervue.com) along with a2xaccounting to drive an accurate COGS and gross profit figure.

What You Can Learn from Caroline

1. Understand Landed Costs

Landed costs are all the expenses involved in getting your product from the supplier to your warehouse. This includes:

• Product Cost: The price paid to the supplier.
• Shipping Costs: Fees for transporting the goods.
• Import Fees: Customs duties and taxes.
• Insurance: Protection against loss or damage during transit.

2. Use Accrual Accounting Properly

Accrual accounting matches revenues with the expenses incurred to generate them within the same period. This gives a more accurate picture of profitability.

Ideally a full inventory system or even ERP is used to drive these numbers, but for most ecom sellers the a2xaccounting or linkmybooks tools will give you a more than accurate enough COGS figure.

3. Regularly Review Financial Statements

Periodic reviews can help catch discrepancies early. Look at your profit and loss statements, balance sheets, and cash flow statements regularly.

Most importantly, there is an easy hack that any business user can do

1. Export your income statement (also called profit and loss statement) to a spreadsheet showing the last 12 months;
2. Calculate the Gross Profit percentage as gross profit divided by net revenue.
3. This GP% should be very stable over time, if this is not the case you probably have a landed cost problem!

4. Consult Professionals

Don’t hesitate to seek advice from accounting professionals who understand the nuances of e-commerce.

Tips to Avoid Caroline’s Mistake

• Automate Accounting Processes: Use accounting software (a2xaccounting or linkmybooks along with sellervue is an ideal solution) that can track and allocate landed costs automatically.
• Educate Your Team: Ensure that anyone involved in financial decisions understands the importance of accurate COGS calculations.
• Monitor KPIs Closely: Keep an eye on gross profit margins and investigate any unusual fluctuations.
• Communicate with Agencies: Make sure external partners are working with accurate data.

Conclusion

Caroline’s story is a cautionary tale for all e-commerce founders. Ignoring landed costs can significantly distort your understanding of profitability, leading to costly mistakes like overpaying agencies or making poor investment decisions.

By taking the time to properly account for all expenses, you can ensure that your profit calculations are accurate. This not only helps in making informed business decisions but also safeguards your hard-earned money.

Are you confident that your profits are calculated correctly?

Cash basis vs Accrual. Simplified example:

Here is a simplified example of some of the differences between the two types of accounting. In this example, Jim sells high-end hammers on Amazon and Shopify. This is how the transaction would look under each type of accounting:

• Jim buys 1000 hammers for $10 each ($10 000) in October and pays cash for it
• He sells it in November for $30 each ($30 000)  with a net 30 days payment terms
• The customer pays $30 000 in December for the product they purchased

The Problem: Misleading Financials Due to Cash Basis Accounting

Cash-basis accounting is simple.  Revenue is recognized when cash is received, and expenses are recorded when cash is paid.

Jim’s situation highlighted a common problem many eCommerce sellers face, especially when managing inventory and the cost of goods sold (COGS).

Under cash-based accounting, Jim’s inventory purchases were expensed as soon as payments were made, which meant his income statement showed large, sporadic expenses depending on when he bought inventory. Meanwhile, his revenue was recorded when cash came in from sales. What made things worse was that the value of the inventory he had on hand was not being tracked at all.

This mismatch caused several issues:

• COGS didn’t match revenue: Jim couldn’t clearly see which sales were driving profits because his COGS were all over the place, not tied to the periods when he actually sold the goods.
• Inventory wasn’t tracked properly: His balance sheet didn’t reflect the inventory he had in stock, making it difficult to understand the true value of his business.
• Bank balance misled him: Like many cash basis users, Jim was relying on his bank balance to gauge the health of his business. But with large upfront inventory payments, his cash flow looked worse than it was, and he wasn’t seeing profits in real-time.

As a result, Jim thought he was doing well based on revenue, but his business felt cash-strapped. He couldn’t understand why he wasn’t seeing more money in his own pocket despite the growth.

In Jim’s case, he was constantly placing large inventory orders to keep up with his booming sales.  These orders required significant upfront payments to suppliers. Under cash-basis accounting, these payments were immediately expensed, making his profit margins appear razor-thin (or even negative) even though the inventory hadn’t yet been sold.

Our Solution: Switching to Accrual Basis Accounting

When Jim partnered with us, we immediately recognized the need to switch him to accrual accounting.

Why Accrual Accounting is better

Accrual accounting provides a much clearer picture of profitability by matching revenues and expenses to the period in which they are earned or incurred, regardless of when cash changes hands.

Accrual accounting allows businesses to record revenue when it is earned (not just when the cash is received) and expenses when they are incurred (not just when payments are made). This change had a dramatic impact on how Jim viewed his business:

• Revenue Recognition: Instead of recognizing revenue only when Amazon settlements or Shopify payouts were paid, we recognized it when the orders were created, providing a more accurate view of sales performance. 
• Sales-related fees recorded: We also recorded the revenue from sales separately from the Amazon and Shopify fees. Compared to previously only the net receipt into the bank being recorded as revenue.
• Cost of Goods Sold (COGS): We calculated COGS based on the inventory sold during the period, accurately matching expenses to the corresponding revenue. This gave him an accurate picture of profitability for each month with COGS “matched” to revenue.
• Inventory on the balance sheet: Instead of expensing inventory purchases immediately, we recorded his inventory and any inventory deposits as an asset on the balance sheet. This helped Jim understand how much product he had available for future sales and how much he had already paid for it.
• Clear financial performance: Jim could now see not just his top-line revenue separately from selling fees, but his gross profit and net profit, as well as the value of his inventory in stock.

The Results: Turning a Loss into a Profit

Once we made the switch to accrual accounting, Jim’s financials completely transformed. 

After transitioning to accrual accounting:

• Jim’s revenue increased from $5.7 million to $7.3 million with selling fees shown separately and $150,000 “receivable” for funds held by Amazon and Shopify
• His net loss of $300,000 transformed into a net profit of $1.2 million.
• His balance sheet now accurately reflected $1.5 million in inventory assets and deposits for future inventory orders.

Jim now had a much clearer view of his business. He could see that his company was profitable and that he had not “lost” another $300,000 but that he had in fact invested that into inventory assets to keep up with a healthy growing business needs.

The adjustments allowed him to make more informed decisions about growth, inventory purchases, and cash flow.

The Power of Accurate Accounting

This dramatic shift in Jim’s financial picture wasn’t due to any magical increase in sales. It was simply the result of using the right accounting method to reflect the true performance of his business.

Accrual accounting gave Jim the insights he needed to:

• Understand his true profitability: He could now see how much money his business was actually making.
• Make informed decisions: With accurate data, he could confidently invest in growth initiatives, knowing his business could support them.
• Secure funding: Accrual-based financials are essential for obtaining loans or attracting investors.
• Reduce stress: Understanding his financial position gave Jim peace of mind and allowed him to focus on growing his business.

Jim now understood that he had a profitable and healthy business. He used the newly discovered high-quality accounting and growth projections to get a 2-year loan with a low APR% and monthly repayments so that he could afford to fund the growing inventory needs and felt comfortable doing so while starting to pay himself a reasonable salary.

Key Takeaways

If you’re an e-commerce entrepreneur relying on cash-basis accounting, it’s time to consider making the switch to accrual accounting.This is especially crucial if your business is:

• Experiencing rapid growth
• Carrying significant inventory
• Seeking funding
• Struggling to understand your true profitability

Don’t let your accounting method hold you back.  Partner with an experienced e-commerce accounting firm to ensure your financial data is accurate, insightful, and empowers you to make the best decisions for your business.

Are you on cash basis or accrual basis accounting now? Most e-com sellers are not accounting experts, and are not 100% sure if they are using cash basis or accrual basis bookkeeping. An easy way to tell. Look at your balance sheet, is there a line item for inventory?

If not, and your cost of goods sold appear only to be aligned with the payments you have made to your suppliers, then you are on cash basis!

Remember that not all accrual basis accounting is of a high quality, but any accrual basis attempt is better than cash basis only.

Joe messed up. He ignored VAT

Joe, however, messed up. He did not consider UK VAT requirements. He thought he was just testing the market. He happily sold to customers in the UK while shipping from the USA. His average order value was below £135, so he thought he was fine.

His sales, however, skyrocketed, and he scrambled to keep up with the order volume. As the orders were below £135, Joe initially did not consider the VAT thresholds. However, since 2021, the UK has required VAT on low-value goods sold into the UK from outside the country. This meant Joe should have charged VAT on all sales under £135 and filed VAT returns with HMRC to pay the amount owed.

How Joe went from a $150 000 profit to a $88 000 loss

Joe had never charged his customers VAT, so now he had to calculate the VAT out of the revenue and profits he had already charged his clients. This is how the numbers panned out:

• In the past eight months, Joe had sold $1 million, or £755,000, in the UK.
• Joe had a healthy 15% net profit margin, so he was expecting to turn a net profit of $150 000
• But instead of charging £40 plus 20% VAT, making a total of £48 (with £8 belonging to the UK government), he had only charged £40.
• Now, he had to calculate the VAT from his profits: £40 x 20/120 equals £6.67, which he was required to pay to the tax authorities.
• As a result, the VAT, which he could no longer charge back to his customers, had to be calculated from his profits. This came to £755,000 x 20/120, equaling £125,833 in VAT.
• On top of that, he faced interest and penalties for late payment, bringing the total amount owed to $238,000 when converted back to USD.
• So Joe went from thinking he made $150 000 net profit to making a $88 000 loss because he did not consider the VAT implications of selling into the UK

What should Joe have done?

If Joe had planned to test the UK market while shipping products from the USA, and knowing his average order value would be under £135, he should have registered for UK VAT through the simplified One Stop Shop (OSS) scheme, a simplified VAT reporting approach available since 2021.

He would then have set up his Shopify store to automatically add 20% VAT to all UK orders at checkout. This way, on £755,000 worth of sales, an additional £151,000 in VAT would have been collected and paid to HMRC, ensuring compliance and maintaining profit margins without unexpected tax liabilities.

Does this sound like a lot of admin and cost to setup if you are just testing?

If Joe had been smart, he would have done one of the following:

Option 1) Use Shopify Managed Markets

Testing a new market can be challenging, especially with the added complexity of VAT and regulatory requirements. Joe could have set up Shopify Managed Markets, which would have eliminated compliance risks for selling into the UK. This service, provided by Shopify in partnership with Global-e, manages VAT OSS filing and reporting, acts as the importer of record, and ensures that the correct taxes are applied in the Shopify store.

However, since Joe sells supplements—a category that Global-e often restricts due to high compliance requirements—this option may not have been available. In that case, Joe could have pursued an alternative plan to ensure compliance.

Option 2) Partner with a service provider

Joe could also have partnered with a service provider that sets up UK operations under a separate legal entity. These partners are experts in local compliance and logistics, adding value to the sales process with their knowledge of marketplaces like Amazon and even wholesale clients. A great example is Atlantic Access.

This option might have been even more beneficial for Joe, as it allows his brand to remain intact while a local partner manages the operations. This turnkey solution would have freed up Joe’s time and resources to explore other growth opportunities, such as new sales channels or products, while still expanding into the UK and EU markets with stronger results.

If Joe had used such a partner, the partner would have acted as the “buyer” in a wholesale relationship, becoming the importer of record. They would have handled all VAT obligations and, for orders exceeding £135, any customs duties—taking care of all compliance and cost management, leaving Joe without the hassle or expense.

How did we help Joe get out of the mess?

So for Joe, his testing had exceptional results and therefore, there was already showing a business with critical mass.

We helped him set up his UK VAT registration NOT under OSS but under the full UK VAT registration as he was well above the UK VAT threshold of £85,000 in taxable turnover over a 12-month period. Joe set up an agreement with a 3PL and moved large amounts of inventory into the UK in two warehouses, so he now had physical inventory inside the country to speed up delivery times.

How is Joe doing now?

Joe now imports products in large quantities, paying customs duties and a portion of import VAT based on the cost price of his products—some of which he is able to claim back.

His Shopify store is configured to automatically charge 20% VAT on all UK sales, and we assist him in managing the import VAT deductions. Additionally, we help him claim VAT deductions on other expenses such as local agency fees, 3PL services, and advertising, effectively minimizing his overall VAT liability.

Joe now files quarterly VAT returns, and we provide him with monthly updates on his liability to ensure he stays informed. To manage his VAT obligations effectively, we set up a separate bank account where the collected VAT is set aside, as it does not belong to him. This VAT is charged at checkout on top of his product’s selling price for all UK customers, ensuring proper compliance and financial management.

We also engaged with the HMRC on his behalf The HMRC waived penalties on the back taxes and provided a 24-month payment plan for the previous inferred VAT amounts that were not collected. 

This still hurts, and Joe still regrets not having gotten a good finance and accounting team earlier, but this is all part of the learning journey and is nothing other than school fees. 

He is now planning a second expansion to the European markets, but VAT and tax compliance are things he is starting with as part of this plan. Lessons learned, risks managed, and back to focussing on growth.