Can a solo consultant qualify for an E-2 visa?

It is the hardest non-marginality case — a plan needs to show a credible path to hiring additional staff and building a real firm, not just describe one person’s billable work.

What evidence of client demand should the plan include?

Real evidence where available — existing relationships, signed engagements, or letters of intent — is far stronger than a generic description of market size for consulting services.

Why does working capital matter more for a consulting firm plan?

Services businesses have less hard capital (no inventory, minimal equipment), so payroll runway and business development costs need more explicit justification to demonstrate a credible, substantial investment.

E-2 Visa Business Plan for a Consulting Firm

Consulting and professional services businesses face the sharpest version of the E-2 non-marginality challenge: a solo consultant billing hours is, almost by definition, a marginal enterprise in USCIS's terms — it provides a living for the investor and nothing more. A consulting firm E-2 plan has to make an explicit, credible case for growth beyond that model.

The Core Argument: This Is a Firm, Not a Freelancer

Your plan needs to distinguish clearly between "consultant working alone" and "firm that will hire additional consultants, analysts, or support staff." That distinction should show up concretely in your hiring plan — real roles, at real market salaries, tied to a credible pipeline of client work that justifies the additional headcount.

Client Pipeline as Evidence

Unlike a retail or manufacturing business where market analysis is more about industry trends, a consulting firm's market analysis should include real evidence of demand for your specific services — existing client relationships, signed engagements, letters of intent, or at minimum a specific and credible target client base, rather than a generic description of the consulting market's size.

Revenue Model Specificity

Consulting revenue models vary (hourly, project-based, retainer) and your plan should state which applies and why, since it affects how predictable your revenue projections are and how you'll staff up to deliver against them.

Investment Breakdown for a Services Business

With no inventory or heavy equipment, your investment breakdown will likely emphasize office space (if any), technology/software, working capital to cover payroll before revenue catches up, and business development costs. Because services businesses have less "hard" capital than product businesses, the working capital and payroll runway components deserve more explicit justification than they might in a capital-intensive business.

Active Direction for a Consulting Firm

This section is usually straightforward for a consulting firm founder, but should still specifically describe your role in business development, client relationships, and managing any additional consultants — not just delivering the work yourself.

This is a draft for your attorney's review — not a legal filing, and no outcome is ever guaranteed.