It covers five linked points: your treaty citizenship, ownership of the enterprise by treaty nationals, your role in developing and directing it, capital that is committed and at risk, and a real operating business that is more than marginal. Weak facts in one area often show up in another.
Test the weakest element first
Rather than reviewing the points in order, identify which one is least supported and start there. An applicant with ample savings but no credible plan to develop and direct an enterprise faces a direction problem, not a money problem. Someone with a strong business idea but an unclear funding history faces a documentation problem.
Naming the weak element early decides whether to keep developing this plan, restructure it, or consider a different route entirely. Write the five points on one page and mark each one green, amber or red from the evidence actually in hand. The exercise takes twenty minutes and usually produces a different priority list from the one people arrive with.
Hypothetical example: a prospective investor in a dubbing and voice-recording business has clean funding records and a signed letter of intent, but has agreed that the vendor will continue running operations for two years. The money question is green and the develop-and-direct question is red, so the sensible next step is renegotiating that transition rather than gathering more bank statements.