Cross-border responsibilities require a factual analysis of the proposed role; they are not automatically disqualifying or automatically sufficient. Establish the qualifying US managerial or executive position and how the actual organization supports it. The applicant’s primary duties and the relevant definition remain central.
Explain the decisions made from the US role
Identify the budgets, personnel, policies or essential function under the applicant’s authority. Show who performs daily operating tasks and how responsibilities are divided between entities. Avoid describing all foreign staff as US employees or assuming that a global title answers the duties question.
Begin with an authority map: functions managed, budget control, direct reports, operational staff and decisions the applicant can make independently. The first review should produce a clear managerial theory rather than a list of impressive titles. Current payroll, reporting lines, board minutes and job descriptions usually settle who performs the work and who directs it.
Verify the foreign employment period and entity relationship before designing the U.S. role. Hypothetical example: A regional logistics director for a Canadian cold-storage group is proposed to lead a Texas affiliate, but the affiliate has only two warehouse workers and the director is expected to dispatch trucks daily.
The business may need to show who handles routine dispatch and what higher-level function the transferee manages. The failure point is a role that reads as operational despite a senior title. Ask the applicant's supervisor and key direct reports to describe decisions and workflow in their own records.
The resulting evidence should show a functioning management layer. If the applicant personally handles the core delivery work, the company should reconsider the role description rather than conceal that operational reality.