An organization chart with named subordinates, a written division of his time, the budgets and hiring decisions he controls, and the job descriptions of the people who report to him.
Show the organization around the manager
Officers assess managerial capacity from the shape of the organization, not from the title on the letter. The strongest file names the people who will report to him on the day he starts and again at month twelve, attaches their job descriptions, and shows that at least some of them supervise others or perform professional work. It states which decisions he makes alone, such as pricing, hiring, capital purchases up to a limit and production scheduling, and it divides his working time between management and everything else with a percentage that the rest of the file supports. Where he will also perform hands-on work, say so plainly and explain why it does not displace his primary role, for example that it is seasonal or covers absences. A file that hides the hands-on component is more fragile than one that explains it.
Hypothetical example: a commercial laundry company transfers its regional manager after acquiring an American plant. A first review produces an organization chart for the Canadian and American operations, named direct reports, payroll evidence and a duty allocation tied to actual decisions. The records that settle the issue are the reporting layers and authority documents, not a general assertion that she is senior. If the plant will initially have too few staff to relieve her of production work, the business plan must explain hiring and delegation over the first year. Leaving that gap unexplained makes a managerial role look like a title without substance.
- USCIS — L-1A intracompany transferee executive or manager
- USCIS Policy Manual — L-1 evidence (Vol. 2, Part L, Ch. 8)
- 8 CFR 214.2(l) — intracompany transferees
- 8 U.S.C. 1101(a)(44) — managerial and executive capacity
- USCIS Policy Manual — employment authorization for certain spouses
- USCIS — fee schedule (G-1055)