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L-1 / EB-1C corporate assessment form

This route assesses two companies plus one person, not a person alone. The form has four parts: separate L-1A from L-1B, then the non-U.S. company, the U.S. company and you. Corporate groups also get a dedicated L-1 blanket section. Each section explains why the item is asked and how to answer. No account required — drafts stay in your browser.

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What L-1 and EB-1C examine

L-1 is a work visa for intracompany transfers: L-1A for managers and executives, L-1B for employees with specialized knowledge. Three layers of facts underpin it: a qualifying ownership or control relationship between the two companies, a foreign company that genuinely operates and keeps operating after you leave, and one continuous year of employment with a qualifying entity abroad within the three years before filing. EB-1C is the immigrant category that corresponds to L-1A and carries its own requirements, typically including that the U.S. entity has been doing business for at least a year when the petition is filed and that your role abroad was managerial or executive. That is why this form concentrates on the operating facts and organizational structure of both companies — a managerial position in immigration terms grows out of structure, not out of a title.

How this form works

  • No registration. Your draft autosaves in this browser only and is not uploaded until you choose to submit.
  • Every field is optional while you work — record the facts you remember and refine later.
  • Each section explains why the item is asked and how to answer it. Read the note first if a field is unclear.
  • You can print or save a PDF copy for yourself at any time.
  • Submit only when you want our review: a name plus one contact method (email or phone) is all we need.
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Basic information

Why this is asked：This route rests on the relationship between two companies, but the visa and the green card belong to you, so start with your own background and industry.

How to answer：Write your name as it appears in your passport. Contact details are used only for our reply and are never displayed publicly.

Category

Step one: separate L-1A from L-1B

L-1 is an intracompany transfer visa within one corporate group, in two categories: L-1A for managers and executives, L-1B for employees with specialized knowledge. Only the L-1A line can later correspond to EB-1C multinational manager or executive immigration; L-1B does not lead there. Separating the two first is what makes the rest of this form meaningful.

Why this is asked：L-1A turns on managerial or executive duties: whether you direct people and functions, or perform the work yourself. L-1B turns on knowledge specific to the group and not readily available elsewhere. A single person can look like both, but the evidence is assembled differently, and blending them weakens both. EB-1C has its own separate requirements (for example, the U.S. entity having done business for at least a year, and your having served abroad as a manager or executive); an L-1A approval does not establish them automatically.

How to answer：If you are unsure, say so and describe what you actually do day to day. Deciding from facts is far more reliable than picking a category and then assembling evidence to fit it.

Which category do you think fits you — L-1A manager/executive, L-1B specialized knowledge, or not sure yet?

Your own view and reasoning is enough; no legal citations needed.

Describe in concrete terms what you actually do each day and week

For example: approving budgets and personnel, setting business direction, leading several teams; or: personally executing a technology, process or client system. Describe the work, not the title.

Is your goal long-term residence and a green card (EB-1C), or a work visa first?

Foreign entity

Part two: the non-U.S. company (parent or sending entity)

This part concerns the company transferring you — usually the parent or another group entity outside the U.S. Note that it asks only for founding date, sales and human-resource structure. Profit is not asked.

Why this is asked：Both L-1 and EB-1C presuppose a transfer within one corporate group, so the foreign company must genuinely exist, be operating, and continue operating after you leave. Sales figures show that the business is real and has scale; whether it is profitable is a different question, which is why no profit data is requested. The human-resource structure is the critical item here: a managerial position in immigration terms grows out of an organizational structure — who is above you, how many layers below, how many people at each layer, and which of them are themselves managers. Without that structure, a "general manager" title cannot be translated into managerial duties during adjudication.

How to answer：Enter sales by year with the currency and basis (consolidated or single-entity). Fill in the structure department by department, always including headcount and who each head reports to. If a formal org chart exists, prepare it alongside this form.

Sales for the past five years (profit not required)

Why this is asked：Five consecutive years of sales show continuous operation and stable scale, and explain why the company needs a U.S. presence. Profitability is not the question here.

How to answer：One row per year with the currency. Figures should trace to financial statements or tax filings; approximate amounts are acceptable to start.

Human-resource structure (one row per department)

Why this is asked：This is the basis for judging whether you hold a managerial or executive position. Adjudication looks at where you sit in the organization, how many layers are below you, whether you manage staff or other managers, and what function each unit performs. Managerial duties only hold up when the structure is clear.

How to answer：One row per department: name, the head's title, headcount, and who that head reports to. Include your own layer and departments at your level. Use actual headcount.

Does the company have a formal org chart and a payroll roster?

Ownership or control relationship between the foreign company and the U.S. company

Give ownership percentages and the form of control (parent-subsidiary, affiliates under common ownership, branch, etc.). This underpins the intracompany transfer and must be supported by registrations, shareholder records or articles.

Will the foreign company keep operating normally after you move to the U.S.?

U.S. entity

Part three: the U.S. company

If the U.S. company does not exist yet, describe the plan. If it does, use actual figures. New offices and established companies follow different procedures, so the answers here shape the arrangement directly.

Why this is asked：L-1A allows transferring a manager to open a new office, but a new-office approval runs for a shorter initial period and extension turns on whether the business actually got going during that year. EB-1C is more explicit: at the time the immigrant petition is filed, the U.S. entity generally must have been doing business for at least one year. So founding date, revenue and headcount determine which step you are on and when a green card conversation becomes possible.

How to answer：Write "none yet" or planned figures clearly marked as plans. Keep revenue and headcount consistent with tax and payroll records.

U.S. company revenue by year since formation

Why this is asked：Revenue shows whether the company is actually doing business — the key fact for a new-office extension and at the EB-1C stage.

How to answer：If less than a year old, give cumulative revenue and the period covered. If there is none, enter 0 and describe what is underway.

Existing and planned U.S. positions

Why this is asked：Whether your U.S. role is managerial or executive depends equally on there being people and functions to manage on the U.S. side. List current staff and roles planned for the coming year.

How to answer：One row per role: whether filled or planned, full or part time, and how it is paid.

Does the U.S. company have actual premises (lease or owned property)?

Funding of the U.S. company

Amounts invested or planned, by whom, and in what form (capital increase, shareholder loan, etc.).

About you

Part four: you, the executive

This part is about you: your background, your employment and pay at the foreign company, your direct reports, and what you will do in the U.S.

Why this is asked：L-1 carries one hard factual requirement: within the three years before filing, you must have worked for a qualifying entity abroad for one continuous year. Payroll, social-insurance and tax records are the main proof of that year, so salary is not a privacy question here — it is core evidence. Your direct reports determine whether the role is managerial: managing managers, managing line staff, or doing the work yourself lead to very different conclusions.

How to answer：Give employment dates to the month where you can. Record salary by year, gross, with the paying entity. List reports one per row, focusing on how many people each of them manages.

Your roles across group entities over the past three years, including any gaps

For each period, name the company and the role. Note resignations, unpaid leave or interruptions candidly. One continuous year abroad is a threshold fact on this route.

Employment and management history

Why this is asked：This shows whether your managerial experience developed over time or is a recently arranged title.

How to answer：In date order, noting how many people you managed, which functions you ran, and what you could decide.

Your salary record by year

Why this is asked：Pay level and paying entity together evidence two things: that you genuinely worked at that foreign company, and that your compensation matches the managerial level claimed. The paying entity matters most — which company paid you bears directly on whether the qualifying year abroad holds.

How to answer：Gross annual income by year, with currency, the paying company, and whether tax or social-insurance records exist.

Direct reports (one per person or role)

Why this is asked：This is the most direct evidence of a managerial role. Adjudication looks at who reports to you, whether they manage people themselves, and whether you can hire, appraise, dismiss or assign work. "Runs the whole department" is not enough on its own.

How to answer：One row per direct report: the title (names not needed), how many people they manage, and your specific authority over them (hiring, appraisal, pay, dismissal, assignment).

What role would you hold in the U.S., and which people and functions would you direct?

Give the planned title, reporting lines, subordinate roles and the decisions you would control (budget, personnel, business direction).

Do you hold equity in the foreign company or the U.S. company?

Give percentages. Ownership does not bar a filing, but it changes how the evidence is organized, so state it up front.

For corporate groups

L-1 blanket petition (group-level approval)

This section only matters for groups that already have some scale. Smaller companies can leave it entirely empty; it does not affect an individual L-1 filing.

Why this is asked：A blanket L gives a qualifying group one overall approval, so each later transfer usually does not need its own petition and can be processed at a consulate — faster and more consistent. The thresholds sit on the group side, not the individual: the regulations set specific conditions (satisfying one of them) on combined U.S. annual sales, U.S. workforce size, or L approvals obtained in the past year, and also require that the group has been doing business in the U.S. for a period and has a number of branches or affiliates. Exact figures and how they are applied follow current regulations and adjudication practice. One point to keep clear: a blanket simplifies procedure only. The substantive L-1A and L-1B requirements are unchanged, and EB-1C still needs its own petition.

How to answer：Enter the figures you know; where unsure, say so and give an approximate range. The goal here is to judge whether a blanket is worth pursuing, not to tick off each threshold.

Has the group ever obtained a blanket L approval?

Over the next two to three years, how many people would you expect to transfer to the U.S., and in what kinds of roles?

Volume and role types decide whether a blanket is more economical than case-by-case filings.

Anything else and recommendation letters

Anything else that may help

Information outside the categories above, including the points you feel least sure about.

Recommendation letters

Why this is asked：Evidence on this route comes mainly from company documents; letters matter less, though internal employment confirmations, board resolutions and org-structure confirmations help. List who could issue those.

How to answer：No drafts needed yet. Note who the writer would be, how they know you, and which specific fact they can attest to. Independent experts with no direct working relationship often carry more weight.

Visa and family background

Why this is asked：Prior visa applications and refusals affect how the consular or adjustment stage is handled, and that needs to be known at the outset rather than discovered before an interview. Relatives in the U.S. can indicate parallel options or a family timeline that must be planned alongside your case.

How to answer：Approximate dates are fine. A past refusal does not by itself end a case, but report it accurately — an undisclosed record causes far more trouble than the record itself.

Have you applied for immigrant, student or visitor visas before?
Have you ever been refused an immigrant, student or visitor visa?

Spouse and children, if any

Include birth years. If a child is approaching 21, the family timeline needs separate planning.

Do you or your spouse have relatives in the United States? Note the relationship and where they live.

Submit to TIHU for review

We will prepare an initial review based on the facts you entered and reply through the contact details you leave. Please double-check your name and contact information before submitting.

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