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A Verchères applicant may be asked to estimate how the proposed L-1A job divides between management and other work. Use an honest account of recurring responsibilities and the actual organization. A large percentage labeled management does not make underlying production, administration or customer delivery managerial merely because the letter uses that heading. Hypothetical example: a refractory-fibre recycling company proposes to transfer its foreign planning director, who still personally resolves daily production stoppages. A useful first review ties the duty allocation to people, systems and authority, then tests whether the organization leaves the transferee managing rather than performing the underlying work. Hypothetical example: a manufacturer of vacuum-insulated cryogenic valve assemblies moves its foreign procurement chief to run a U.S. division. Purchase approvals and supplier calls alone do not settle the issue. The review compares authority to set budgets, discipline staff and allocate work with evidence showing who performs the purchasing. Before relying on a duty percentage, produce a dated activity map, a current organization chart and short examples of decisions delegated to others. The practical choice is whether the U.S. assignment is presently managerial, or whether the company is asking the transferee to perform operational work while staffing is still planned.