The actual duties performed after hiring still need assessment.
Budget support that reflects the real work
Explain which tasks the new employee will actually perform and which remain with the applicant. A payroll expense alone does not prove a qualifying allocation of responsibilities or replace the primarily managerial standard.
Budget from the operating structure the company can genuinely sustain. Record the assistant’s proposed duties, wage, reporting line, start date, and the tasks that will leave the transferee’s desk. Then update the applicant’s duty percentages and evidence after hiring; an expense line or offer letter alone does not show primarily managerial or executive activity. Preserve payroll, work allocation, and organizational records rather than purchasing a title unsupported by operations. The petition must demonstrate the qualifying corporate relationship and the applicant’s continuous qualifying year abroad in the prior three years; for a new-office L-1A petition, that year itself must have been managerial or executive. Where the U.S. business is a new office, approval begins with a one-year limit and the plan must show sufficient premises, financial ability to remunerate the beneficiary and commence doing business, and capacity to support the managerial or executive role within one year. Confusing headcount cost with managerial substance is the predictable mistake.
Hypothetical example: A food-processing manager in Larouche proposes hiring an administrative assistant before transfer. The assistant would schedule calls and assemble reports, but the manager would still personally troubleshoot production and answer routine complaints. The company compares those remaining tasks with true policy, personnel, and budget authority before spending. It revises the staffing sequence only when supervisors can absorb operational work, instead of presenting one junior hire as automatic proof of L-1A capacity.