Some history may be relevant to both, but each actual U.S. assignment needs an accurate explanation.
Avoid reusing an incompatible duty account
Identify how the claimed knowledge is used in the selected role. Do not describe an internal training assignment when the real proposal is different work. Hypothetical example: an undersea-cable inspection company transferring a diagnostics analyst to a related U.S.
operation. At a first review, the first review should test whether each record proves the individual’s advanced or special knowledge rather than the company’s reputation. The records most likely to settle that point are versioned manuals, access records, training history, project reports, letters from knowledgeable managers, and payroll chronology.
Sequence the work deliberately: assemble the knowledge trail chronologically, then confirm that the U.S. assignment actually calls for that knowledge. A common error is reusing generic marketing material that never identifies what the employee knows or how it is used; 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.