Relevant contracts, delivery and operational evidence can show activity not fully reflected in that month’s invoices.
Connect the records to actual work
Identify what occurred and when. Do not manufacture sales to fill a gap or present a future contract as completed performance.
Keep the historical entity names and dates as they actually occurred, and gather the documents that explain each corporate change, identifying which entity employed the applicant during each period rather than restating history under the current brand. Payroll and human resources system records showing reporting lines by date, approved requisitions, performance review assignments, and organisational charts issued at known times. Start with a truthful U.S. duty statement, then connect each responsibility to reporting charts, job descriptions for subordinate staff, approval matrices, budgets, meeting records, and examples of decisions made without routine escalation. Formation documents, shareholder records and tax or financial material should establish the entities’ relationship; payroll, contracts and leave records should establish the worker’s chronology; organization charts, job descriptions and budgets should establish the US role. Statements of work, invoices, meeting records, organizational charts, and representative decisions may together show that routine production is handled elsewhere; accurately label independent firms and their personnel. The records that matter are corporate and personal tax filings, payroll journals and slips for any months salary ran, dividend declarations, directors' resolutions, management-fee invoices, bank statements showing the transfers, and the minute book.