Explain the genuine reporting and decision arrangements rather than forcing a fictional separation or claiming unlimited authority for everyone.
Make the individual roles understandable
Identify each applicant’s actual duties and the support available. The chart should align with operating evidence and the person’s own employment history.
A current organisational chart with names, titles, and reporting lines; a written position description for each report; payroll or contracts confirming the positions exist; approval limits; and examples of hiring, review, or dismissal decisions the applicant made. Any management services agreement or engagement contract, the invoices and payment records, corporate minutes describing the role, tax filings for both the individual and the personal corporation, and whatever payroll records exist for any period of direct employment. Deal counsel or the corporate secretary holds share transfers and resolutions; the acquired company's payroll provider may hold records the buyer never received; a departed manager may be the only person who can explain a numbering change. The share purchase agreement and closing documents, both companies' articles and registers, a percentage-annotated group chart, and evidence that each entity is actively trading — payroll, service contracts, invoices and tax filings on both sides. The records that prove rather than describe are payroll statements, employment contracts and amendments, transfer and secondment letters, leave approvals, resignation and rehire letters, pension or social insurance records, and passport pages showing entries and exits.