With an organizational chart, a weekly time allocation, job descriptions for the people who will absorb the operational work, and hiring evidence showing those people are actually being recruited.
Charts are only as good as the hiring behind them
Begin with the organizational chart as it will stand at the end of the first year, naming positions rather than people where recruitment is incomplete, and showing who reports to the transferee. Add a proposed allocation of his working time across executive, managerial and operational activity, expressed in percentages the payroll and the hiring plan could actually support. Then evidence the plan: signed offers, recruitment agreements, advertisements, or a contract with a staffing provider, each of them dated. Include job descriptions for the operational positions so that a reader can see what the founder will stop doing. Support all of it with corporate evidence — registry extracts, share registers, financial statements and trading records for both entities — and with payroll proving the qualifying year abroad.
Hypothetical example: a company producing industrial safety equipment plans to send its Canadian general manager to lead a recently acquired U.S. subsidiary. A first review produces an evidence map that joins the corporate chart to the ownership records and joins each claimed duty to a subordinate, contractor, or documented function. The share register and acquisition documents settle the relationship; payroll and tax records settle the foreign employment; job descriptions and the U.S. organization chart settle the role. Prepare those groups before drafting the support letter, so the letter does not promise staff the budget cannot support. An often-missed point is date consistency: a person cannot supervise a role that was created only after filing. Compare every chart, offer, invoice, and payroll record against the filing date before submission.