Show actual committed payments separately from future service costs. Recurring provider charges affect the enterprise’s viability, but a long-term spending forecast is not automatically an equal amount of qualifying capital already invested.
Budget the cost of fulfilling sales
Connect provider fees to customer volume, minimum commitments and payment timing. Identify cash needs before customers pay and avoid assuming all gross revenue is available to the investor. Government filing charges, professional preparation and family travel remain separate.
No contractor-spending level guarantees E-2 eligibility; the investment and non-marginality analysis must fit the complete business arrangement. Draw the line between what has been committed and what will merely be spent, and keep it visible throughout the budget. Actual committed payments belong on one side; recurring provider charges forecast across coming years belong on the other, and a long spending projection is not an equivalent amount of qualifying capital already invested.
Connect provider fees to customer volume, minimum commitments and payment timing, and identify the cash the enterprise needs before customers pay, which is where contractor-supported businesses most often run short. Avoid assuming that gross revenue is available to the investor. Government filing charges, professional preparation and family travel stay separate, and no level of contractor spending secures eligibility.
Revisit the split whenever a provider commitment changes.