Accountability alone does not establish managerial or executive capacity. Explain the authority exercised, the work delegated and the applicant’s own recurring production duties.
Distinguish ownership of the result from management of the work
A program lead may be a senior coordinator or may manage an essential function; the title cannot decide which. Show who controls priorities and resources, and whether the proposed role primarily manages rather than personally delivers the function.
Explain how authority and responsibilities change, who performs operational work and what technical duties remain. Identify relevant duties, capacity and responsibility rather than counting all employees abroad. Ownership is the easy part: a purchase agreement and an updated share register can demonstrate a parent, branch, subsidiary or affiliate relationship the day after closing. A duty chart should show authority over budgets, goals, professional staff or an essential function, plus who carries out routine production. The relationship required is between the two organizations, so personal ownership of one and corporate ownership of the other only helps if common ownership and common control can be shown on the records. A common mistake is counting every urgent task as management, which can reveal that the employee will principally deliver the service personally.