Ownership can help explain the relationship between the organizations, but the qualifying employment, actual business activity and proposed managerial or executive role still need to be shown separately.
Separate the owner's role from the proposed transferee's role
Describe what the applicant will actually do after the transfer and who they will direct. Identify who performs the routine service or production work that the applicant is not expected to perform personally. Where several family members or holding entities are involved, ask counsel to assess control using the actual governance documents rather than the corporate name alone.
Test the threshold facts before refining the executive narrative: the entity relationship, the continuous year abroad, and the character of both roles. The first review should identify the payroll period that proves the foreign employment and the cap that applies to future planning. Hypothetical example: a Québec manufacturer’s regional procurement head is asked to lead a U.S.
subsidiary’s sourcing division after fourteen months abroad. Her calendar shows authority over supplier strategy, but the U.S. chart shows that she will negotiate every purchase personally.
The company must decide whether to add a procurement team or describe a different role; calling purchasing work executive does not settle it.