Resolve it before relying on E-2 as the reason to buy the asset. The operating model and the investor’s authority are foundational questions, not details to repair after purchase with a more elaborate business plan.
Review substance before scheduling a move
Collect the management terms and proposed commercial activities early enough to identify gaps. If the model changes, the contracts, budget and real responsibilities should support the change. Government processing begins on its own timetable after preparation; a purchase closing does not create work authorization.
Keep personal relocation decisions separate until the relevant immigration steps are established. Resolve the substance before scheduling anything, because this is a question about what the enterprise is rather than about when documents are ready, and no amount of preparation converts one into the other. Ask counsel to assess the proposed activity on the facts as they stand, in advance of a purchase where possible, since the structure of the acquisition may itself be relevant.
Where the conclusion is that an operating business would need to be built, treat that as a commercial project with its own timeline: staff hired, systems established, customers acquired, licences obtained. Those take time and they are the substance of the case rather than preparation for it. Avoid committing to a completion date, a relocation or a family schedule while the fundamental characterization of the venture remains unresolved.