Describe the actual expected periods, duties and basis for the forecast.
Keep temporary and continuing roles visible
Explain which work continues after the demand peak and who will perform it. Do not label every proposed worker permanent or imply signed employment arrangements exist when they are only assumptions.
Use a month-by-month staffing table that identifies each role, work period, duties, wage assumption and whether the person is an employee or independent contractor. Connect each hiring phase to signed contracts, documented demand, payroll estimates and the cash-flow forecast; clearly label projections that are not commitments. Explain who performs continuing work after the peak. This evidence supports the real, operating and nonmarginal enterprise analysis, but staffing alone is insufficient. The E-2 investor must have treaty nationality, qualifying enterprise ownership, substantial funds already placed irrevocably at risk, and authority to develop and direct through fifty percent ownership or operational control. Trace the lawful funds and do not describe forecast payroll as capital already spent. Avoid converting temporary roles into permanent ones merely to make the plan look stronger.
Hypothetical example: A Bégin snow-removal equipment repairer plans seasonal technicians during its first winter and one year-round service coordinator. His business plan distinguishes eight-week contracts from the continuing position, links both to repair orders and updates cash reserves after the peak. Purchase agreements and bank records show committed capital, while unsigned hiring ideas remain labelled as forecasts.