Not automatically; assess the actual present or qualifying future capacity under the nonmarginality framework. A credible future plan may be relevant, but any forecast must meet the applicable standard and timing. Do not treat unlimited future optimism as evidence that the requirement is satisfied.
Explain how the business changes over time
Identify the resources, customers and operating steps that support the projected result. State assumptions honestly and distinguish them from commitments already secured. The analysis also needs the actual investment, nationality and control evidence.
A first review should test four separate points: treaty nationality, ownership or operational control, the source and path of funds, and a real business plan. The decision record is the ownership ledger and financial trail, read with the operating plan; a forecast alone cannot settle control or investment. Capital should be committed on an irrevocable basis and exposed to business loss, and the enterprise cannot be marginal. Hypothetical example: A mobile seedling-propagation company has a signed equipment quote but no lease, customer terms, or payment trail. The investor should document the commitment sequence before treating the quote as an operating business. A larger projected number does not correct a missing control or source record.
Record each condition precedent to a payment. If it can be cancelled without meaningful loss, explain why it is not being counted as committed capital.
Model the startup’s path to qualifying capacity rather than judging one early profit figure in isolation. Verify treaty nationality for both investor and enterprise ownership, trace the lawful funds, and show that capital is irrevocably committed, at risk and substantial relative to the venture. The enterprise must be real and operating, not marginal. Control must allow the investor to develop and direct operations, ordinarily through a stake of 50 percent or more or qualifying operational authority. Support each forecast stage with capacity, customers, pricing, expenses and staffing. E-2 offers no direct green-card route. The common mistake is using optimistic later revenue to bypass weak evidence about present commitments and credible execution.
Hypothetical example: A Saguenay bicycle mechanic plans a mobile repair company and forecasts modest first-year earnings while service contracts develop. He documents Canadian citizenship, complete ownership, a nonrefundable vehicle purchase, tools, supplier orders and signed customer arrangements. Monthly capacity explains how additional technicians may be supported without inventing sales. Low initial profit is evaluated with that evidence; an aspirational five-year chart alone would not establish a substantial, non-marginal operating business.