Substantially. Expanding a staffing plan to reach ten qualifying full-time positions increases payroll, the working capital needed to sustain it and often the scale of the operation itself, which in turn affects the capital committed. Government filing fees should be taken from the current USCIS fee schedule.
The job requirement drives the financial model
It is common to plan the investment amount first and treat hiring as an operational detail. In practice the requirement to create ten qualifying full-time positions sets a floor under the size of the business, and that floor determines the payroll, the facilities and the working capital. Build the model in that order: what does an operation supporting ten full-time qualifying positions look like, what does it cost to run for two years, and does the available capital support both the acquisition and that operating period.
Professional costs — immigration counsel, source-of-funds work, business planning and accounting — sit on top and should never be counted as part of the investment. Keep those professional costs in a separate column entirely, from the first version of the model onwards. Hypothetical example: Calvin is comparing two immigrant-investor projects after selling a specialty forklift-rental company.
A cost review should separate capital placed into the enterprise from administrative, legal, translation, travel and later immigrant-processing expenses. Subscription materials and escrow instructions may show where capital goes, but they do not replace an independent assessment of fees and risk. Decide whether the household can carry both the investment exposure and the non-investment costs without relying on an assumed return.
A recurring error is calling every dollar paid a qualifying investment even though some amounts are fees or are never placed at commercial risk.