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FOR ENTREPRENEURS · NOTRE-DAME-DU-BON-CONSEILNotre-Dame-du-Bon-Conseil

Your ambition.Your enterprise.

E-2 is available to a qualifying treaty national investing in and directing an enterprise that has the nationality of the treaty country. Canada is a treaty country, but Canadian permanent residence is not Canadian nationality. The investment must be substantial in relation to the enterprise, already committed in a manner that exposes it to loss, and directed to a real operating business that is not marginal. A hopeful business idea or untouched bank balance does not establish the category. E-2 does not itself provide a direct route to permanent residence. Before calling an expenditure an E-2 investment, ask whether it is tied to the enterprise and whether the applicant can lose it if the business fails. A refundable personal deposit, unexecuted plan or informal promise does not carry the same evidentiary weight as a documented business obligation. Ownership documents should identify not only percentage interests but voting, hiring and spending authority. The operating plan should state what will happen after entry: who opens the doors, manages vendors, serves customers, keeps books and makes decisions. Those details help distinguish an active enterprise from a passive financial holding. Finally, record the assumption that would change the answer. It might be a different shareholder, a changed worksite, an altered reporting line, a missing qualification, a refunded expenditure or a new family plan. Assign a person to obtain the missing evidence and a date for checking it. That practical discipline is valuable because immigration rules are applied to the arrangement that exists, not to the version first discussed in a planning call. A file that states its limits openly is easier to update when facts move. A first review should produce a source-and-path ledger, a list of each payment obligation, and a decision about whether any recoverable amount must be committed differently before an application is filed. Trace the funds from acquisition through transfers, exchange, and payment; a bank statement establishes only one point in that chain. Decide whether a proposed loan is secured by the enterprise assets and whether repayment would leave the investor’s own capital exposed. The business plan should connect ownership and control documents to daily decisions, not simply forecast sales. A Canadian citizen must still establish treaty nationality; Canadian permanent residence alone is not enough.

Talk about E-2
PurposeDevelop and direct a business
InvestmentSubstantial and at risk
Fixed minimumNo universal dollar threshold

IN THIS GUIDE · Trace personal capital into a real operating business

Start with the E-2 eligibility and application overview

01

Confirm nationality on both sides

Hypothetical example: a Canadian citizen and a non-treaty-national partner plan to buy a small U.S. design studio. Map the ownership before funds move. The enterprise normally needs treaty-country nationality, and ownership documentation must match the claimed control. A PR card does not substitute for a treaty passport. Before signing, decide which owner will exercise control and whether the ownership ledger will preserve treaty nationality. A later side agreement that changes voting power can undermine an account based on the original structure.

02

Make the funds traceable and exposed

Follow the money from its lawful source through each account and into a binding business commitment. Explain gifts, loans, asset sales, dividends, and currency transfers with underlying records. Money kept readily recoverable in a personal account usually tells a different story from money paid under a lease, purchase, inventory, or operating obligation. Create a ledger with the source document, account, transfer date, recipient, and commercial purpose for each amount. The practical decision is whether an escrow or refund provision leaves funds too readily available to the investor.

03

Use proportionality rather than a slogan

There is no single universal dollar minimum. The question is whether the amount is substantial for the cost of buying or establishing this particular enterprise and sufficient to support a credible operation. Low-cost enterprises can receive close scrutiny because a small amount may leave little at stake. Compare the amount actually placed at commercial risk with the full cost of launching the operation, including assets required to begin. A percentage without invoices or a credible purchase schedule will not explain proportionality.

04

Show a business beyond personal support

The operating plan should describe customers, revenue assumptions, staffing, services, premises, and milestones. It must show more than a way to provide a modest living for the investor and household, or show a significant economic contribution. Unrealistic forecasts undermine rather than strengthen a filing. Set a decision date for reviewing whether the plan shows employment, revenue, or another meaningful contribution beyond the household. The reader should be able to locate the assumptions behind each milestone and test them against real commitments.

05

Explain development and direction

The investor must have the ability to develop and direct the enterprise, usually through majority ownership or another form of operational control. Passive return expectations are not enough. Record the person’s decision-making powers, duties, ownership rights, and practical role after arrival. Describe who negotiates, hires, approves spending, and responds when operations depart from plan. The decision is not whether the investor can advise from a distance, but whether the records show practical direction of the enterprise.

SOURCES FOR THIS GUIDE

Sources reviewed 2026-09-07. This guide covers a preparation focus; it is not an individual eligibility assessment.

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E-2 · NOTRE-DAME-DU-BON-CONSEIL

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