The American organizational chart with each position named, the payroll showing those people exist, position descriptions for the supervisors reporting to him, and a description of the decisions he controls: hiring, production scheduling, budgets and policy. Evidence of who performs the hands-on work is equally important.
Show who does the work he will not be doing
The most persuasive element of a managerial case in a small operation is often the description of the people underneath the role. Name the production supervisor, the shipping lead and the quality inspector, state how many staff each of them directs, and attach the payroll that proves the positions are filled. Then set out what the transferee decides: which orders run, what the plant spends, who is hired and dismissed, and how performance is measured. If he will spend some proportion of his time on hands-on work during a start-up phase, say so and quantify it, because a candid description of a role that remains primarily managerial is more credible than a polished account that no small plant could support.
Hypothetical example: a Tyendinaga water-treatment equipment company has clean Canadian payroll records but cannot immediately show that its U.S. affiliate remains under the required common ownership. Gather corporate registers, share records, formation documents, tax identifiers, and a concise ownership chart alongside the employee evidence. The reviewer should be able to trace both relationships without guessing. A stale chart or unsigned record can undermine an otherwise credible transfer package. File versions should be dated so an ownership change or a post-filing reorganization is visible rather than silently blended into old evidence.