Relevant contracts, delivery, financial and premises records can explain the history, depending on the actual enterprise.
Keep preparations distinct
A proposal, lease negotiation and completed business activity may establish different facts. Do not describe all preparatory events as operating performance.
Financing documents with their conditions visible, board minutes approving the revision, correspondence showing when the delay arose, an updated hiring and premises schedule, and updated financial projections that reconcile with the funding actually available. Turn the review into a list matching claims to records: signed service agreements, invoices showing the scale of outsourced delivery, approval thresholds, shareholder or board resolutions, and correspondence in which the applicant directs providers. Mostly the corporate evidence rather than the individual's file: assembling ownership documentation, financial statements, organizational charts and authority records across two entities, often in two countries. Set the plan beside the record: payroll showing who was hired and when, the organisational chart as it stands, signed customer contracts, revenue recognised, premises leased, and equipment in use. Add evidence that each entity trades: signed construction contracts, recent invoices, remittance records for employees, insurance certificates and municipal or state permits. Useful records can include formation papers, share ledgers, payroll history, organization charts, budgets, approvals, and examples of decisions actually made. The relationship is proved with entity records: articles, share registers naming the holding entities, subsidiary or branch registrations, consolidated financial statements and board minutes recording control.