They can help show who performs it, but the agreements should be linked to the proposed manager’s actual authority and the services delivered.
Connect contracts with the operating structure
Provide scope, dates, responsible parties and evidence of performance where available. Explain who sets priorities, accepts work and addresses failures. Do not treat a contract as proof that every task has been delegated if the applicant still performs it. Distinguish current agreements from proposed outsourcing that depends on a future signature.
Match each claimed delegation to a payroll record, vendor contract, invoice, or accepted work product. Hypothetical example: a bicycle-component manufacturer relies on an assembler that has not signed the proposed contract. An unsigned proposal can describe a plan but cannot prove completed staffing. Establish corporate continuity and prior employment before projecting future support. The petition should distinguish existing facts from future action, particularly where managerial capacity depends on unengaged vendors. Do not treat an optimistic business explanation, a later-created letter, or a family arrangement as proof of a missing eligibility fact. Recheck every assertion against the record before filing.