The client completed our written business plan questionnaire and described what appeared to be a straightforward operation.
His Company sold parts, used a sister company for transportation, maintained warehouses in Arizona and Indiana, and sold products through an auction company. The Company employed one staff member.
He also provided a lease agreement and contracts related to the auction activity.
For many business plan companies, this may have been enough information to begin writing.
It was not enough for us.
At Visa Business Plans, we assess the risks behind every business plan we prepare. Before writing the narrative or building the financial projections, we compare the client’s statements with the supporting documents and examine whether the business can realistically operate as described.
In this case, that review changed our understanding of the Company.
The Warehouse Was a Storage Unit
The client identified the Arizona location as a warehouse.
The lease showed that it was a storage unit.
That distinction raised several questions. A warehouse suggests an operating facility where inventory is received, organized, prepared, and distributed. A storage unit may be appropriate for holding inventory, but it may not permit employees to work on-site or support the same commercial activities.
There were also no employees working in Arizona.
Who received the inventory? Who organized it? Who prepared the parts for sale or transportation? How did the location function without personnel?
A business plan cannot simply state that a Company operates a warehouse without explaining how the facility is used and who performs the work.
The Indiana Location Had No Lease
The client also stated that the Company operated a warehouse in Indiana.
When we requested the lease, we learned that no lease existed. The client was using a friend’s space rent-free.
The Company’s only employee worked in Indiana.
That brought up another important question: Where was the employee actually working, and what proof did the Company have that it was allowed to operate from that location?
The arrangement may have been convenient, but informal access to a friend’s property does not provide the same operational certainty as a formal lease or occupancy agreement. It raises questions about control, permitted use, continuity, liability, and whether the space will remain available during the visa period.
Why the Details Changed the Plan
A warehouse, a storage unit, and space provided informally by a friend are not interchangeable.
If the Company truly operated two warehouses, the plan would need to explain the purpose of each location, the activities performed there, the employees responsible for those activities, and the costs associated with rent, utilities, insurance, equipment, and inventory management.
Instead, the available information showed one storage unit with no employees and one undocumented arrangement where the Company’s only employee reportedly worked.
That affected the operational narrative, staffing structure, logistics model, and financial projections.
Had we relied only on the questionnaire, the plan could have presented a more established operation than the evidence supported.
Assessing Risk Before We Start Writing
This is why our work begins with risk assessment.
For every business plan, we look for inconsistencies that could create questions during the attorney’s review or the government’s adjudication of the case.
We examine whether:
The leases support the activities described;
The staffing structure is sufficient to carry out the proposed operations;
The Company has documented control over its business locations;
The expenses reflect the facilities and activities presented;
The relationships between affiliated companies are clearly defined;
The financial projections match the Company’s actual operating capacity; and
The supporting documents tell the same story as the questionnaire.
The purpose is not to search for problems unnecessarily. It is to identify weaknesses while there is still time to address them.
A formal agreement may need to be obtained. A business location may need to be described more accurately. Staffing responsibilities may require further explanation. Financial projections may need to be adjusted to reflect the Company’s actual expenses and operating structure.
Those corrections are far easier to make before the case is filed.
What Could Have Happened
We could have described a Company operating warehouses in Arizona and Indiana, supported by an affiliated transportation business and an established auction sales channel.
The narrative would have sounded credible.
The documents would not have fully supported it.
An immigration officer could have asked:
Why was the Arizona location described as a warehouse when the lease showed a storage unit?
Who managed the inventory if no employees worked there?
Where did the Indiana employee perform the job?
What right did the Company have to use the Indiana space?
Why was there no rent or occupancy expense for the claimed warehouse?
When the questionnaire, business plan, financial projections, and supporting documents do not align, the credibility of the entire case may be questioned.
That can result in substantial revisions, delays, additional legal expenses, a Request for Evidence, a Notice of Intent to Deny, or a denial.
The Work Behind the Business Plan
A written questionnaire helps us understand how the client views the business. It is the beginning of the process, not the final word.
Clients may use terms informally. A storage unit may be called a warehouse because inventory is kept there. Space provided by a friend may be viewed as a Company location even though no formal agreement exists.
Those descriptions may make sense from the client’s perspective. However, once they appear in an immigration business plan, they become part of a case that must be supported by evidence.
Our responsibility is not to make a Company appear larger or more established than it is.
Our responsibility is to understand how the Company actually operates, identify the risks that may weaken the case, and prepare a plan that accurately aligns the operations, staffing, financial projections, and supporting documents.
Anyone can turn a questionnaire into a story.
The more important work is determining whether that story will hold up when the evidence is reviewed.
By identifying risks before filing and ensuring that the business plan and supporting documents tell the same credible story, we help attorneys present stronger cases and ultimately increase the client’s chances of obtaining visa approval.
Contact us today to get startedThe information provided in this blog is intended solely for informational purposes. While we strive to offer accurate and up-to-date content, it should not be considered legal advice. Immigration laws and regulations are subject to change, and individual circumstances can vary widely. For personalized guidance and legal advice regarding your specific immigration situation, we strongly recommend consulting with a qualified immigration attorney who can provide you with tailored assistance and ensure compliance with current laws and regulations.
Visa Business Plans is led by Marco Scanu, a certified coach from the University of Miami with a globally-based practice coaching Fortune 1000 company executives, entrepreneurs, as well as professionals in four different continents. Mr. Scanu advises clients on turnaround strategies and crisis management.
Mr. Scanu received a bachelor’s degree in Business Administration (Cum Laude) from the University of Florida and an MBA in Management from Bocconi University in Milan, Italy. Mr. Scanu was also a Visiting Scholar at Michigan State University under the prestigious H. Humphrey Fellowship (Fulbright program) with a focus on Entrepreneurship, Venture Capital, and high-growth enterprises.
At present, Mr. Scanu is the managing partner and CEO at Visa Business Plans, a Miami-based boutique consulting firm providing attorneys and investors with business planning services in the areas of U.S. and Canadian immigration, SBA loans, and others.
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