Historic financial statements, tax returns and payroll from the business, supported by utility and service records, together with a hiring plan whose revenue assumptions follow from the equipment being bought.
Corroborate the revenue independently
Start with what the business has actually done: three years of statements and returns, the payroll register showing positions and hours, and the bank records behind them. For self-serve operations, add evidence that corroborates revenue independently — water and electricity accounts, machine counts, coin or card processing statements, and service records showing usage. Then produce the forward analysis: the positions to be created, their start dates and wages, the services to be added, and the revenue supporting each. Tie the projection to the capacity of the equipment actually being purchased and to contracts or letters of intent where they exist. Keep the assumptions explicit and modest. A projection that quadruples turnover with no new capital, no new equipment and no new staff is the fastest way to lose the argument it was written to win.
Include the signed exercise notice, proof it was delivered and accepted as the contract requires, wire records, escrow instructions, closing statement, updated share ledger, board consents, and agreements showing current voting or operational rights.