Three countries. Two tax types. One internal expert.
How Pinely Group stopped rebuilding tax decisions from a mailbox.

For four years, every compliance cycle opened the same way. A VAT or CIT question came up, and Iaroslav went digging through old emails and internal messengers to work out what was decided last year and what came next. More entities meant more files and more threads. The search got slower, and riskier.

The real problem was structural. Knowledge lived in inboxes and spreadsheets. There was no single place to see where each obligation stood, country by country.

Left alone, that meant:

• Growing audit exposure. No one record of what was filed, when, and why.
• Lost time. Hours spent reconstructing decisions instead of making new ones.
• A tax function that couldn't grow with the business. Every new country added another inbox to search.

Pinely needed one place to manage compliance across jurisdictions, and one audit trail for every filing, document and conversation.

Two questions came up early: security and confidentiality, and how external service providers would work inside a new platform. Neither slowed things down for long. Pinely's culture leans toward automation. The team embraces change when it clearly makes the work more efficient.

Internal colleagues were open to the switch, as long as it meant more efficiency, clarity and speed over time. The friction came from mid-sized and larger service providers, each with its own systems for documenting work. They were the ones most likely to resist moving communication into a shared platform.

Iaroslav's answer was persistence. He kept politely reminding colleagues and counterparties that communication was moving to Keeyns. Some providers still wanted email for their own records. That was fine, with one rule: every important conversation and document lives in Keeyns, so Pinely can treat the emails as optional.

How to make advisors actually use it: Don't ban email. Make Keeyns the record. If it isn't in Keeyns, it didn't happen.