Use an accurate current chart and explain relevant changes. Do not present former employees as current support for the proposed role.
Connect the chart to operating evidence
Describe where the former responsibilities went and who now performs them. Distinguish genuinely filled roles from recruitment plans. The decision-maker needs the organization that will actually support the applicant, not the structure that existed before the reorganization.
Close the planning session with tasks owned by named people: an organisational chart showing the subordinate layer with real headcount, a duty statement written by the leader the executive reports to, evidence of the ownership chain, and a short memo on the year abroad. The Canadian side can use recent contracts, financial statements or tax filings; the new U.S. entity instead needs evidence such as incorporation records, sufficient secured premises, capitalization, a bank account and a credible operating plan showing its ability to commence business. An organizational chart dated to the proposed start, a staffing plan with headcount and hire dates, a lease or service agreement showing the operation exists as described, and the foreign payroll register covering the qualifying year each answer a distinct question.