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FOR BUSINESS LEADERS · PONTIACPontiac

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Hypothetical example: a beef-cattle genetics company near Pontiac sells embryos and semen to breeders and has set up a U.S. subsidiary to serve customers there. The general manager who has run the Canadian company for four years — pricing, export compliance, the lab contract, the two technicians and the bookkeeper — is to move south and build the U.S. operation. On paper she is the obvious L-1A candidate. In practice, small-company petitions of this kind are refused when the duty description shows a person who supervises a handful of non-professional staff and personally does much of the day's work. The regulation calls that a first-line supervisor, not a manager. This edition explains how the managerial-capacity test is actually applied to small firms and how to describe her role truthfully in a way that meets it.

Talk about L-1A
PurposeExecutive or managerial transfer
Company linkQualifying related businesses
New officeA distinct evidence requirement

IN THIS GUIDE · Distinguishing a small exporter's general manager from a first-line supervisor

Start with the L-1A eligibility and application overview

01

Managerial capacity is defined by decisions, not by headcount

The regulation describes a manager as someone who manages the organization or a department, subdivision, function or component; who supervises and controls the work of other supervisory, professional or managerial employees or manages an essential function; who has authority to hire, fire and take personnel actions or functions at a senior level within the hierarchy; and who exercises discretion over day-to-day operations. A first-line supervisor is not a manager unless the employees supervised are professionals. A general manager of a five-person company can qualify because she manages the organization as a whole and an essential function — the export and distribution business — with genuine discretion, but the petition has to show that, and it has to show that the operating work is performed by others. If she inseminates the cattle herself, that time is not managerial.

02

Write the duty description from a real week

The strongest small-company petitions describe the manager's actual allocation of time across a representative period: negotiating supply with the lab, setting export prices, deciding which markets to enter, approving the technicians' schedules and expenses, hiring the bookkeeper, signing the export permits and reviewing the accounts. Each duty should be tied to a percentage of her time and, where possible, to a document — a signed contract, a price list she approved, a personnel file. Duties that are operating work should be listed too, honestly, and shown as a minority of her time and as tasks being handed to staff. USCIS reads a description that claims one hundred percent managerial time in a five-person company as implausible, and a description that hides the operating work as a misstatement when the organization chart contradicts it.

03

The year abroad, the two entities and the U.S. staffing plan

She needs one continuous year of employment with the Canadian company in the three years before the petition, which four years on payroll satisfies. The Canadian company must own or control the U.S. subsidiary, and both must be doing business; a subsidiary that exists only as a registration with no premises, staff or sales makes this a new-office petition with a one-year initial period and a requirement to show secured premises and the financial ability to support the role. If the U.S. subsidiary already trades, the initial period can be three years. Either way, the petition must show who will perform the operating work in the United States. A plan under which she is the sole U.S. employee for an extended period is a plan in which she is not primarily a manager. Her spouse would be employment-authorized in L-2 status; the L-1A limit is seven years.

SOURCES FOR THIS GUIDE

Sources reviewed 2026-09-07. This guide covers a preparation focus; it is not an individual eligibility assessment.

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