No. The actual role and decision-making responsibilities require evidence.
Show authority rather than a number
Explain how resources are controlled and who performs operations. Keep business budgets separate from government fees and professional review costs. Hypothetical example: a community-theatre production company transferring its artistic operations director to a related U.S.
venue. At a first review, the first review should identify costs of launching the business separately from evidence of executive or managerial authority. The records most likely to settle that point are budgets, invoices, lease terms, payroll plans, fee schedules, and records showing who will carry out production tasks.
Sequence the work deliberately: test staffing and role substance first, then decide whether the projected spend supports a viable launch plan. A common error is using a large budget as a proxy for management when it says nothing about the transferee’s daily duties; that error matters because a conclusion based on incomplete or mismatched facts may not carry to the final arrangement. Write down the decision that remains after the review, the fact that could change it, and the record needed to resolve that fact.
This creates a usable file rather than a collection of documents that cannot be connected to the actual plan.