There is rarely one document, but the description of duties comes closest. A precise, honest account of what the person managed abroad and will manage in the United States, supported by an organizational chart, does more to settle a case than any certificate.
Certificates prove structure; the duties description proves capacity
Corporate documents are necessary and generally easy: incorporation papers, registrations, ownership records, financial statements. They establish the relationship. What they cannot establish is managerial capacity, and that is where files fail. Adjudicators read a great many duty descriptions built from phrases like oversees operations and ensures efficiency, which describe an attitude rather than a job. What persuades is specificity: the number and roles of people reporting to the applicant, the decisions the applicant makes without approval, the budget signed off, the function owned. An organizational chart with names, titles and reporting lines, before and after the transfer, converts an assertion into a picture. Where the United States team will be small at first, say so and explain who will do the operational work.
Hypothetical example: a maritime container-leasing manager has a chart with departments but no named reports. The review should decide which documentary gaps must be resolved before filing, using payroll, budget approvals, board records, detailed charts, and ownership records. Build an exhibit list naming what each item proves and where its date appears. Obtain a replacement or explanation while the source is available. The common error is that a polished chart loses force when it conflicts with contemporaneous evidence. Reconcile names, dates, amounts, and role descriptions before reliance.