The share purchase agreement, evidence that the purchase price was paid, the post-closing share register or membership ledger of the U.S. entity, the Canadian company's own share register and articles, and any shareholder agreement setting out control rights. Add financial statements, a lease and payroll records to show both entities are doing business.
Trace ownership from the U.S. dealership up to the common owner
Officers want to see the chain, not a summary. For a direct subsidiary: the Canadian company's articles and share register, the purchase agreement, proof of payment, and the U.S. entity's updated ownership ledger showing the Canadian company as majority holder. For an affiliate through an individual: that person's shareholdings in each company, with percentages, and evidence that control follows ownership. Include the U.S. dealership's state registration, its existing lease, recent payroll or staff list and a bank statement, because an acquired business must be shown to be operating, not just owned. For the Canadian side, add recent financial statements and a description of who manages it once Tomasz leaves. Finally, supply an organizational chart for both entities with names and titles, and a letter describing Tomasz's Canadian role and proposed U.S. role in terms of authority and reports.
Hypothetical example: A custom-cabinetry company transfers its Canadian general manager to a U.S. subsidiary. The first review makes two folders: corporate relationship evidence and employment-and-role evidence. Share certificates, annual filings and board resolutions establish the link, while payroll, tax records, job descriptions and a staffing chart establish the worker’s history and intended capacity. Dates must line up across both folders. A purchase agreement signed after the proposed transfer, or a chart that names no subordinates, leaves a factual gap. Obtaining signed records early is safer than repairing inconsistent documents after filing.