Enough to re-run the funding plan. Adding paid staff raises payroll, taxes, and the reserve the business needs before revenue stabilizes. Recalculate how much capital must be committed and at risk, and confirm the source and path of every additional dollar. Reserve figures are planning examples, not legal thresholds.
Fund the corrected plan, not the original one
If extra capital comes from borrowing, identify what secures it, since collateral affects whether the funds are treated as the investor's own capital at risk. Borrowing is not prohibited outright. Distinguish business costs from immigration-preparation costs and ask how each is treated in the investment analysis.
There is no universal minimum amount, so the comparison is always against this enterprise's cost. Rebuild the funding schedule month by month rather than as a single total. Payroll starts before revenue stabilises, so the month with the deepest negative balance sets the capital the business actually needs, and that month usually moves once unpaid labour is replaced.
Hypothetical example: a clinical records archiving and retention business adds one paid clerk and finds the trough deepens by three months of that salary plus employer costs, not one. Identify the source and path of the additional funds, and where they come from a loan, state what secures it, since collateral affects whether the funds are treated as the investor's own capital placed at risk. Where the trough runs deeper than the funds available, decide now which of the plan's activities is delayed, because an unfunded month arriving on schedule forces the same decision under worse conditions.