A realistic account of duties, authority and who performs the work can clarify the difference, supported by actual records.
Compare an ordinary work cycle
Use concrete examples rather than lists of senior-sounding verbs. Label planned support separately from existing arrangements. Hypothetical example: a specialty-pharmaceutical distribution group planning to move its quality-systems leader.
At a first review, the first review should connect claimed authority to records that existed before the petition rather than polished summaries. The records most likely to settle that point are corporate registers, organization charts, performance records, foreign pay evidence, premises records, and role-specific examples. Sequence the work deliberately: collect the organization evidence first, then use a normal work week to test whether the role is primarily managerial or executive.
A common error is an organizational chart shows reports but no record explains who actually makes operating decisions; 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.