Describe the actual work without double-counting the same responsibility under different department names.
Use examples that clarify authority
Explain who makes decisions, who implements them and who performs routine tasks. An accurate account is more useful than percentages created solely to reach a preferred characterization.
Board or committee minutes recording decisions the executive made, delegated authority schedules, approved budgets bearing their sign-off, hiring and compensation approvals for subordinate managers, and the division's reporting lines over time. Organisation charts with names and titles, a written statement of the decisions the transferee may make without approval, board or shareholder minutes showing the level of supervision, and job descriptions for the management layer beneath. For a manager of people, the deciding records are the organizational chart with names rather than boxes, each subordinate’s position description and start date, and payroll or contractor invoices proving those people exist and are paid. Delegation of authority documents, approval matrices, budget ownership records, performance review responsibilities, and decisions recorded in ordinary correspondence. Build one chronology from the leave approval, payroll records, employment agreement, return notice, work calendars, travel history, organization charts, and examples of decisions after resumption. Gather the committee charter and minutes, but add organization charts, job descriptions, reporting lines, delegated assignments, budget authority, examples of recommendations and records showing who performed the underlying analysis.