Show who performs the analysis, who directs the work and what the applicant actually controls.
Use the workflow, not only the meeting minutes
Meeting attendance may document participation without explaining day-to-day responsibility. Connect the formal decisions to real staffing, delegation and the applicant’s substantive duties.
Reconstruct one important decision from beginning to end. Gather the committee charter and minutes, but add organization charts, job descriptions, reporting lines, delegated assignments, budget authority, examples of recommendations and records showing who performed the underlying analysis. A managerial applicant should be directing professionals, supervisors or an essential function rather than personally completing most operational tasks. The package must also establish qualifying employment abroad for one continuous year within the relevant three-year window and the parent, subsidiary, branch or affiliate link between operating foreign and US entities. A spreadsheet prepared by the applicant can be useful context, but calling its author a manager does not prove primary managerial or executive duties. Consistency across records matters more than document volume.
Hypothetical example: The finance manager of a Bégin agricultural-machinery producer prepares a capital report before directors vote. Her evidence identifies two analysts who collect data, the controls she sets, the options she recommends and the budget she administers after approval. Payroll records and corporate ownership documents support the foreign employment and qualifying relationship. Minutes alone would show attendance, not how she manages the finance function.