Use accurate technical or work records that connect the employee’s experience to the proposed US tasks.
Show the employee’s contribution
A release announcement may explain the product but not personal expertise. Identify what the transferee actually did and avoid attributing the whole development team’s work to one person.
Internal design documents, architecture decision records, runbooks and implementation guides naming the employee as author or maintainer, significant incident write-ups, and code ownership records where policy allows sharing them. The version history of the proprietary scripts and rule sets, the internal procedure manuals, the specialist's training and project records, the technical lead's statement on knowledge distribution, the ownership registers and the payroll for the qualifying year. Useful records can include controlled versions, change approvals, pilot results, training materials, access logs, deviation reports, meeting notes, and examples bearing the applicant's authorship or decision role. Evidence should include the library itself or representative extracts, revision history, the training curriculum, records of who has completed it, and a comparison explaining what a competent planner hired in the United States would not know. Version histories showing who revised a procedure and when, training records showing who taught whom, and internal correspondence discussing a problem and its solution all place the employee inside the company's methods rather than merely near them. Special or advanced knowledge of the employer’s own product, process or procedures is carried by internal specifications, method statements, training material and the employee’s own deliverables.