Have the actual organizational and immigration consequences assessed before relying on the transfer plan. A proposed closure is a material fact to disclose.
Review the complete organization
Identify which qualifying operations would remain in other countries and the relevant relationships. Do not assume either continuing eligibility or automatic ineligibility without assessing the actual structure and rules. Keep employment and household commitments conditional on the reviewed plan.
Fix the sequence before fixing the dates. A transfer plan cannot sensibly be finalized until the closure decision is made, the closure decision cannot be documented until the owners or board approve it, and that approval usually waits on advice about employment obligations and contract termination. Hypothetical example: a company operating a research biobank intends to wind down its Canadian storage arrangement, and the timing is governed not by the transfer but by how long the samples' custody agreements take to reassign.
Identify which single step in your own chain has the least predictable duration and start that one first. Where a material change occurs after preparation has begun, disclose it and have the plan reassessed rather than filing on a description everyone knows is out of date, because the correction costs less than the explanation. Set a review date rather than a completion date for anything that depends on a third party, and put beside each item the name of the person chasing it.
Steps without an owner are the ones that stall quietly.