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FOR BUSINESS LEADERS · STRAIT SHORESStrait Shores

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Suppose a Strait Shores business owner receives distributions and also works in management before a US transfer. The L-1A record needs the actual employment, duties and organizational facts. Investment income is not by itself evidence that the required qualifying work was performed.

Talk about L-1A
PurposeExecutive or managerial transfer
Company linkQualifying related businesses
New officeA distinct evidence requirement

Start with the L-1A eligibility and application overview

01

Separate ownership from qualifying service

Establish the actual continuous qualifying foreign employment year within the relevant three-year period and the corporate relationship to the US organization. Explain the person’s duties and record accurately; do not treat a dividend statement as the complete employment history. The qualifying foreign year must be continuous full-time employment within the relevant three years; US days do not count, although qualifying brief trips do not themselves interrupt continuity. General foreign capacity may be managerial, executive or specialized knowledge; the US role need not be the same capacity. New-office L-1A specifically requires the foreign year in managerial or executive capacity. An owner or major stockholder must also provide evidence of temporary US services and a subsequent assignment abroad.

02

Prove the proposed capacity and operations

L-1A requires primarily managerial or executive duties with genuine operational support. First-line supervision of nonprofessional workers is not enough by title. The qualifying group must continue US and foreign business. A new office needs sufficient premises and support for the role within one year; initial approval is limited to one year. A new office means US doing business for less than one year. Doing business requires regular, systematic and continuous provision of goods or services, rather than registration alone.

03

Explain authority and support in the proposed operation

Managerial duties involve managing the organisation, a department, a subdivision, a function or a component of it, directing other supervisors or professionals, or managing an essential function at a senior level. A manager primarily directs the organisation, a department or a function, supervises professional or supervisory staff or manages an essential function, exercises discretion over day-to-day operations, and has authority over personnel decisions. The applicable rules require sufficient physical premises and evidence supporting the qualifying role and operation. For each material decision, identify the affected function, the people or level managed, the authority exercised, the evidence created at the time, and the proposed U.S. equivalent. Attach a named employer to every period, since the qualifying year must be with an organisation related to the United States employer as parent, branch, subsidiary, or affiliate. In a small operation, some hands-on activity may be unavoidable, but the record should show who performs routine production, sales, or service once staff are in place. A finance officer may understand ownership, a human-resources lead may confirm overseas payroll, and a senior manager may explain discretion and staffing. Problems arise when a lean operation calls someone a manager but supplies no credible staffing plan, delegation evidence, or business activity.

04

Show managerial capacity, not headcount alone

An L-1A transferee to an established operation may receive up to three years initially, and can extend to a maximum of seven years in total. Managerial capacity can rest on directing an essential function rather than on supervising a headcount, and in a matrixed structure that is frequently the more accurate description of what the position actually does. A service-delivery director who sets staffing levels, approves client contracts, hires and disciplines engineers and controls the operating budget is managing an organization or function at a senior level. A small affiliate does not necessarily defeat the case, but it changes what has to be explained, and an organizational chart drawn to look larger than the operation actually is damages credibility across the whole file. An extension is assessed on the role as it now is, and an honest chart showing subordinate supervisors is the strongest evidence available. An organization chart of the co-packing plant, with names and titles, and a description of hiring, firing, budget and scheduling authority does more than adjectives about leadership. Certificates of incorporation, share issuance records, and, for a branch, the filing registering the foreign entity to carry on business are what a reviewer reads.

SOURCES FOR THIS GUIDE

Sources reviewed 2026-09-07. This guide covers a preparation focus; it is not an individual eligibility assessment.

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