Looking for an E-2 visa business plan? You're in the right place.
An E-2 plan is read by a consular officer who has published criteria to apply and no reason to take a founder's word for any of it. The questions are specific. Is the investment substantial in proportion to what this business costs? Is the money committed and genuinely at risk? Is the business real and active, and large enough to be more than marginal? A plan that talks about the opportunity and skips those questions leaves the reader to look for the answers alone.
In this article we'll walk through a complete sample plan for a UK founder who buys the customer book of a retiring pest-control operator in Phoenix, Arizona, and builds it, section by section, so you can see how the pieces fit together before you write your own. We'll cover the executive summary, the SWOT analysis, a table that maps the plan to the published E-2 criteria, and all of the financials.
Here's what you'll take away:
- The executive summary: see how to state the investment, the funding source and the first three years on one page, so the reader has the numbers before the narrative
- The criteria table: learn how to point each published E-2 test to the page and the figure that answers it, without claiming the test is met
- The capacity table: see how to show that the staff on the payroll can do the work the revenue line promises, which a reader checking whether the business is real will test
- The stress cases: learn how to show the plan under weaker accounts, prices and costs, and say plainly where the result turns fragile
- The financials: three-year and five-year statements with the funding, the cash lows and the jobs the business supports, each traceable to a stated input
A plan can be mapped to the published criteria. It cannot decide the outcome: that stays with the consular officer, and nothing here is immigration advice. The business is fictional, so take what fits and change the rest.
In this plan
- Redrock Pest Care in Brief
- What Redrock Pest Care Is and Does
- Phoenix Pest Demand
- Homeowners at the Doorstep
- From First Call to Renewal
- Reaching the Neighborhood
- Inside the Company
- The People Behind the Route
- Cash Lows, Stress Cases and the Investment
- Funding, Staffing and the Five-Year Numbers
- Sources
Want your own version of this e-2 visa business plan: pest control company business plan? We can write it for you.
Redrock Pest Care in Brief
Redrock Pest Care, Inc. is a residential pest-control company in Phoenix, Arizona. It buys the customer book of a retiring local operator, 900 recurring accounts, and starts service on 1 January 2027. Oliver Hartley, a UK national, owns 100% of the C corporation and funds it entirely with personal money. There is no borrowing.
The company is capitalized with $950,000. Of that, $583,500 is spent at opening: $405,000 for the customer book, $118,500 for three service trucks and their tools, $12,000 for a ventilated chemical room, and $48,000 for stock, licenses, formation, launch marketing, software and a lease deposit. The remaining $366,500 stays in the company's account as an operating reserve. It carries the company through two loss-making years and pays for the downside case in the last section.
This plan is written against the published E-2 treaty investor criteria: a substantial investment in proportion to the cost of the business, funds at risk and irrevocably committed, a real and active enterprise, more than a marginal income, and an investor who develops and directs the business. The last section maps each criterion to a page and a figure. The plan does not decide whether any criterion is met. A consular officer decides, and nothing in this plan is immigration advice or a forecast of that decision.
| Year 1 | Year 2 | Year 3 | |
|---|---|---|---|
| Revenue | $539,024 | $736,500 | $989,900 |
| Net income after start-up costs | ($162,668) | ($103,101) | ($6,809) |
| Closing cash | $277,333 | $216,830 | $250,802 |
Year 1 loses money because the company pays three technicians, a licensed operations manager, a coordinator and the founder from the first day, while the purchased book is still losing some of its accounts and the first new ones are being won. Year 2 still loses once depreciation and the amortization of the purchased book are counted. Year 3 is break-even: it covers its cash costs, with EBITDA (profit before depreciation, interest and tax) of $42,205, and shows a net loss of $6,809 after $49,014 of depreciation and amortization. Year 4 earns $82,809 and Year 5 earns $145,999. Prices stay inside the ranges that Phoenix companies publish and are not moved to produce a profit.
The company has 6 people on its payroll at the end of 2027, counting the founder, and 10 at the end of 2031. Years 1 to 3 are a loss or a break-even, and the stress table shows how quickly the Year 5 profit shrinks if accounts leave faster than planned.
What Redrock Pest Care Is and Does
Redrock Pest Care is a general household pest-control company that sells recurring protection plans to single-family homeowners in the Phoenix valley. A technician visits quarterly or every two months, treats the exterior and entry points, and returns between visits at no charge when a pest comes back.
Purpose
Keep a home free of ants, roaches, spiders and scorpions on a schedule, with a licensed applicator accountable for every product used.
Three ways the company earns
| Line | How it is priced | Year 1 share of revenue |
|---|---|---|
| Recurring service plans | $105 a visit quarterly, $75 a visit every two months, on card or bank draft | 79.7% |
| Initial treatments for new accounts | $225 for the first, longer visit | 16.7% |
| One-time treatments and add-ons | About $150 for a scorpion perimeter treatment, a wasp nest or a rodent-entry job | 3.6% |
Two-year targets
- 1,044 recurring accounts by December 2027, up from 900 at opening, after the loss of some of the purchased accounts and the ordinary loss every book sees.
- 1,454 accounts by December 2028, with a fourth technician starting in March 2028.
- A break-even Year 3 in 2029, with EBITDA positive for the first time.
- Keep every technician's stops under 95% of capacity in the busiest month, as the capacity table in the company section shows.
What the company will not do
Redrock does not offer termite fumigation, wood-destroying-insect inspections for real estate sales or commercial food-plant work. Arizona licenses pest management by business and by applicator. The Arizona Department of Agriculture's Pest Management Division states that anyone engaging in, offering, advertising, soliciting or performing pest management needs a business license, and that a Qualifying Party, a Qualified Applicator registered with the Division, is responsible for training, equipping and supervising the business's applicators. Redrock therefore hires an operations manager who is that Qualifying Party before the first visit. Whether additional categories are needed for any extra service is confirmed with the Division before the service is sold.
Phoenix Pest Demand
Who needs pest service in the valley
Scorpions, roaches, ants and rodents are the problems the plans in this model are priced for. Household counts are not used to size the market. The volume comes from the accounts bought at opening plus the accounts marketing can win each year, with the warm months, April to June, carrying the most wins. That timing is a planning pattern, not a measured one.
What local companies charge
Phoenix pest-control companies publish their prices. The table sets the planning figure used in the model next to the ranges read on company and local-guide pages. The pages are marketing material, not survey data, so the planning figures are inside the ranges and are confirmed against local quotes before launch.
| Item | Published range | Planning figure in this plan |
|---|---|---|
| Quarterly plan, per visit | $80 to $130 | $105 |
| Every-two-months plan, per visit | $60 to $90 | $75 |
| Monthly plan, per visit | $40 to $80 | Not sold in the model |
| Initial treatment | $150 to $300 | $225 |
| One-time spot treatment | $40 to about $150 | About $150 on average, for the larger scorpion and rodent-entry jobs |
Sixty percent of accounts take the quarterly plan and 40% the every-two-months plan. That gives 4.8 visits per account a year at a blended $90 a visit, $432 a year per account before the first treatment.
Where else a homeowner could go
| Alternative | What it offers | Why a homeowner picks it | How Redrock differs by design |
|---|---|---|---|
| National pest-control chains | Brand, call centers, bundled plans | Familiarity and a corporate guarantee | One licensed manager answerable for the route, and technicians who keep the same streets |
| Local independents | Owner-run routes | Personal service and price | A bought book that is already serviced, plus a written scorpion and rodent-entry protocol |
| Home-warranty or HOA-arranged vendors | A pre-selected vendor | No decision to make | Direct plans with no contract lock-in beyond the plan's visit schedule |
| Store-bought products | Sprays and baits | Lowest cost | Perimeter work and entry-point sealing that a store product does not replace |
The table lists categories only. No company is named, ranked or priced individually.
SWOT
| Strengths | Weaknesses |
|---|---|
| 900 paying accounts on day one, so revenue starts before marketing has run | A founder new to the Arizona market and not himself a licensed applicator |
| A licensed Qualifying Party on the payroll from the first month | Losses through Year 2 and a break-even Year 3 |
| Funded entirely with the founder's own money: no lender, no covenant | Dependence on one hired Qualifying Party for the license |
| Opportunities | Threats |
|---|---|
| New-home buyers and property managers who need a plan on day one | A chain or a larger independent cutting quarterly prices |
| Referral credits that turn each happy account into a neighbor's account | Loss of purchased accounts above the 12% planned in Year 1 |
| Add-on scorpion and rodent-entry work at a higher ticket | A rise in chemical, fuel or insurance costs the plan prices only at the stated rates |
Homeowners at the Doorstep
The owner of a single-family home
Typically 35 to 70, owns a house with a yard and a block wall, and has already paid for a one-time spray that did not last. The company expects 400 new accounts in Year 1 and 1,044 accounts by December 2027, including the purchased book. Recurring revenue averages $432 a year per account; with the first treatment and one-time work, revenue per average account is $542 in Year 1.
The landlord with a few rentals
Owns two to six houses and wants one invoice, one schedule and a technician who gets access without calling the tenant each time. These accounts are priced as individual homes. The plan does not rely on a property-management contract.
The buyer of a new house
A household that has just closed on a house wants the first treatment done in the first week. The initial treatment at $225 is the product for this buyer, and the quarterly plan starts the same month.
What every account asks
Will the technician come back if the pests return? Is the product safe around children and pets? Who is responsible if something goes wrong? The first answer is the free return visit in the plan. The second and third are answered by the licensed manager's name on the service ticket.
From First Call to Renewal
How a plan runs
A homeowner calls or books online. A coordinator quotes the plan, takes a card or bank draft and schedules the first treatment, which takes about twice as long as a regular visit. After that, the account is visited quarterly or every two months on a fixed route. Billing is by autopay at the time of each visit.
Year 1 by account
The company buys 900 accounts and wins 400 more in Year 1. Of the purchased accounts, 12% leave in the first year on top of the ordinary monthly loss of 1.25% of accounts, a loss of 108 accounts over twelve months. Ordinary loss is about 14% of accounts a year. The book ends 2027 at 1,044 accounts.
| Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |
|---|---|---|---|---|---|
| New accounts won | 400 | 600 | 700 | 700 | 650 |
| Accounts at year end | 1,044 | 1,454 | 1,899 | 2,282 | 2,564 |
| Average accounts in the year | 994 | 1,285 | 1,718 | 2,131 | 2,460 |
| Revenue per average account | $542 | $573 | $576 | $574 | $575 |
New accounts follow the season. April, May and June each take 12% of a year's new accounts, and December takes 3%.
Rates and the fee schedule
A quarterly visit is $105 and a visit every two months is $75. The initial treatment is $225 and one-time work averages $150. Prices rise 3% a year from Year 2. The card and bank-draft fee is 2.8% of revenue and bad debt and service credits are 1.0%.
What the free return visit costs
A technician who returns between visits is one of the stops counted in the capacity table: callbacks add 6% to the recurring visit count. The cost is the technician's time, not a separate charge.
Reaching the Neighborhood
Year 1 spend
Marketing in 2027 totals $74,000, made up of $14,000 of launch spending charged to start-up costs and a $60,000 operating budget. Each of the 400 new accounts carries $150 of operating budget, or $185 once the launch costs are included. The operating budget starts at 11.1% of revenue and drops to 6.9% in Year 5 as the book grows.
| Channel | Year 1 spend | What it is expected to do |
|---|---|---|
| Google local services and search ads | $24,000 | Searches such as "scorpion exterminator Phoenix" and "pest control near me" |
| Neighborhood mailers | $10,000 | Postcards to streets the company already services |
| Yard signs and door hangers after each visit | $8,000 | Neighbors see the company's name on their own block |
| Realtor, property-manager and builder partnerships | $6,000 | Initial treatments for new-home buyers |
| Referral credits | $6,000 | A credit for the referring account and the new account |
| Reviews and email follow-up | $3,000 | Ratings that reach search results |
| Community sponsorships | $3,000 | School and league names on local pages |
Launch spending of $14,000 pays for the website, truck wraps and the first mailers before opening.
Milestones
- January 2027: service starts with 900 accounts and three technicians.
- June 2027: 48 new accounts, level with April and May as the most in a month, and the best Year 1 month by EBITDA at a $2,225 loss.
- December 2027: 1,044 accounts.
- March 2028: fourth technician.
- March 2029: fifth technician, in the first year with positive EBITDA.
- March 2030: sixth technician.
- April 2031: seventh technician.
Inside the Company
The premises
The company leases roughly 2,000 square feet of flex space in the Phoenix valley at an all-in rent near $15 per square foot, $30,000 in the first year. The space holds an office, a ventilated chemical room, racking and parking for the trucks. The term is five years, rent rises 3% each year, and a two-month deposit of $7,500 is paid at signing and shown as spent in the model. A broker confirms the rent before anything is signed.
The trucks
Three used service trucks with tank racks are bought at opening for $34,000 each and depreciated over six years. Each carries a set of sprayers, dusters, PPE and inspection tools at $5,500. Technicians added later drive leased trucks at $9,600 a year and receive tools at $5,500, expensed when hired. Fuel, tires and upkeep are $8,000 a truck a year.
Technician capacity
One technician is planned at 11 stops a day over 220 working days, which is 2,420 stops a year or 201.7 a month. The 220 days are the working year less holidays, leave, training and rain delays. Practitioner reports put a residential technician at roughly 10 to 15 stops a day and those reports are unverified, so 11 is a planning figure near the low end. A stop is one visit; the model counts 4.8 recurring visits per account a year, adds 6% for callbacks, and counts each initial treatment as two stops. A technician is added the first month stops pass 95% of the capacity already on the payroll.
| Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |
|---|---|---|---|---|---|
| Stops needed in the year | 5,858 | 7,736 | 10,139 | 12,241 | 13,815 |
| Stops in the busiest month | 522 | 699 | 908 | 1,082 | 1,207 |
| Technicians at year end | 3 | 4 | 5 | 6 | 7 |
| Capacity per month at year end | 605 | 807 | 1,008 | 1,210 | 1,412 |
| Highest month's stops as a share of the capacity on the payroll that month | 86% | 90% | 91% | 91% | 92% |
| Year's stops as a share of that year's capacity | 81% | 83% | 87% | 87% | 85% |
Revenue per technician, counting the average number on the payroll, is $179,700 in Year 1 and $209,600 in Year 5. The fourth technician starts in March 2028, the fifth in March 2029, the sixth in March 2030 and the seventh in April 2031. No month runs above about 92% of the capacity on the payroll, so peaks are carried by the technicians already hired. A thin spot is the first quarter after each hire, when the new technician is learning routes.
Software and payments
A route and billing system holds each account's visit schedule, product log and autopay. It costs $3,000 plus $10 a year per average account, which is $12,900 in Year 1 and $27,600 in Year 5. Card terminals and set-up cost $2,500 at opening.
Insurance and safety
- General liability including pollution and completed operations.
- Commercial auto for the trucks.
- Workers' compensation, which carries a higher rate for pesticide handling and is part of the 32% technician on-cost.
- The proof of financial security that Arizona's Pest Management Division requires of a business licensee, in the amount the Division sets.
- Safety data sheets on every truck and a written protocol for pets and children at each stop.
Insurance is $9,000 plus $2,400 for each technician on the payroll in 2027 dollars, rising 3% a year, which comes to $16,200 in Year 1 and $28,400 in Year 5. The rates are planning figures, and quotes from an insurance broker replace them before launch.
Wage rules
Arizona's minimum wage is $15.15 an hour from 1 January 2026, and the 2027 rate is confirmed with the Industrial Commission of Arizona. Technicians earn $42,000 a year, which is $20.19 an hour on 2,080 hours, and the full-time coordinator earns $44,000, or $21.15 an hour. The part-time coordinator earns $22,000 for about 20 hours a week. Overtime is paid to hourly staff past 40 hours a week and the company's payroll adviser confirms which salaried roles are exempt. No overtime line is budgeted, because no month runs above about 92% of technician capacity. Payroll on-costs are 27% for the founder and the full-time coordinator, 30% for the Qualifying Party, 32% for technicians and 15% for the part-time coordinator. These are planning figures for payroll taxes, health cover, paid leave and workers' compensation.
Suppliers
Two commercial distributors supply products and bait, so that one stock-out does not stop a route. Labels are followed on every application, and the product log kept in the route system records what was used on which account.
The People Behind the Route
Oliver Hartley, founder and general manager
Oliver has nine years in pest-control operations in England, the last four as operations manager of a regional firm running about 15 technicians. He knows routing, scheduling and customer service. He holds no Arizona applicator license, so he does not apply products and he directs the business. He draws $60,000 a year through payroll from month 1.
Where the team is thin
Oliver has not run a business in the United States, has no Arizona customer history and has not negotiated a US lease or a purchase agreement. The Qualifying Party is a hired role. If that person leaves, the business cannot operate until a replacement is registered, and a second licensed applicator is not in the numbers, so the plan budgets the operations manager at $72,000 and names the dependence as a risk. An outside accountant on the professional-fees line and a lawyer for the lease and purchase agreement, paid from the $14,000 formation and review cost, cover the other gaps.
If Oliver is out
The Qualifying Party and the coordinator run the day. Oliver's role is to direct the company's strategy, hiring and finances, and that role continues from wherever he is.
The hiring order
Oliver, the operations manager and the part-time coordinator open with three technicians. The coordinator becomes full time in month 13. Technicians four to seven start in months 15, 27, 39 and 52, the first month each one is needed on the capacity table.
Ownership
Oliver owns 100% of the C corporation. The E-2 criteria ask for at least 50% ownership or operational control by the investor and at least 50% ownership by nationals of the treaty country. No other shareholder is planned.
Cash Lows, Stress Cases and the Investment
How low the cash goes
Year-end balances conceal the weakest month inside each year, so the lows below are read from a monthly path. Method, in full: for 2027 the path is the model's monthly cash less four days of that month's revenue, which stands in for receivables. For each later year the path begins at the previous year's closing cash. Every month it adds that month's revenue multiplied by the year's gross margin and deducts a twelfth of the year's remaining cash costs, which is the year's gross profit minus its net change in cash, and then deducts four days of the month's revenue for receivables. Monthly revenue follows the new-account pattern, strongest in April to June and weakest in December. Before the receivables deduction, month twelve sits within $72 of the model's year-end cash in every year. After it, the path ends $7,862, $10,504, $12,873 and $14,776 below that figure in Years 2 to 5, because the model's year-end cash already nets receivables and the deduction is applied on top. The lows are conservative by about that much.
The path is approximate and errs in both directions. Stock and supplier-payment timing are missing, and costs are spread evenly across each year, so a month with a new hire reads slightly too kind and the months before it slightly too harsh. Year 1 shows both bases: the monthly view reaches $289,369 in December 2027 after receivables, and the annual table closes that month at $277,333, $12,036 lower, because the monthly view has no stock or payables timing.
| Case | Lowest month-end cash in Year 1 | Lowest month-end cash in Years 1 to 5 |
|---|---|---|
| Base | $289,369 (December 2027) | $187,967 (March 2029) |
| Opening two months late | $221,816 (December 2027) | $120,136 (March 2029) |
| 20% fewer accounts | $216,874 (December 2027) | $101,670 (February 2030) |
The company's own minimum is $50,000 of cash at every month-end. The base low is above it by $137,967. The reserve is sized against the 20% fewer accounts case: its low of $101,670 is above the minimum by $51,670, so about $52,000 of the $366,500 reserve is not needed on that test. It is kept because the stress rows carry no management response, unlike that case. On the same monthly path the row with 10% fewer accounts falls to $31,597 in March 2030 (about $43,000 if the receivables deduction is left out), below the minimum, and its year-end low is $61,009 in Year 3. The minimum breaks in that row without the downside's cuts. The row with a 2.0% monthly account loss ends Year 4 at $92,432, and no monthly low was computed for it.
The stress table
Each row below reruns the model with a single input changed and reads the result at the same five-year point. Product costs, card fees and bad debt scale with revenue in every row that moves revenue. The price row is the exception for products: those dollars stay at their base level, so the direct-cost rate climbs. Every row keeps the base hire months, trucks and every other cost line except the stops row, which rebuilds hire dates, leases, insurance, fuel, sprayers and PPE, and tools from the lower capacity. Net income is shown after start-up costs and cash at year end.
| Case | Year 1 net income | Year 3 net income | Year 5 net income | Lowest year-end cash |
|---|---|---|---|---|
| Base | ($162,668) | ($6,809) | $145,999 | $216,830 (Year 2) |
| Accounts 10% fewer at every date | ($208,624) | ($91,000) | $25,507 | $61,009 (Year 3) |
| Price per visit 5% lower | ($188,521) | ($54,409) | $78,092 | $142,401 (Year 3) |
| Product and chemical cost 3 points higher | ($178,839) | ($36,506) | $103,546 | $174,251 (Year 2) |
| Wages 10% higher, pay raises included | ($198,810) | ($59,179) | $78,480 | $117,155 (Year 3) |
| Rent 10% higher | ($165,668) | ($9,989) | $142,619 | $210,740 (Year 2) |
| Monthly account loss 2.0%, not 1.25% | ($178,132) | ($94,742) | ($44,432) | $92,432 (Year 4) |
| Purchased accounts keep 70%, not 88% | ($192,533) | ($56,530) | $106,708 | $117,039 (Year 3) |
| Technician carries 10 stops a day, not 11 | ($162,668) | ($68,921) | $129,700 | $136,180 (Year 3) |
| Opening two months late, revenue only | ($230,221) | ($7,057) | $145,645 | $149,057 (Year 2) |
Because the base case already loses $6,809 in Year 3, every row is a loss that year. The plan is fragile to the book. With 10% fewer accounts at every date, Year 4 still loses $21,389 and Year 5 earns $25,507. If accounts leave at 2.0% a month instead of 1.25%, the business loses money in every year through Year 5, and the same row reaches its lowest year-end cash of $92,432 in Year 4. A reader should see this as the central risk of the plan: the revenue depends on keeping the accounts bought and won.
The late-opening row drops January and February 2027 revenue, $79,171 in all, while payroll, rent, trucks and hires all keep their original dates. Because it removes revenue from the 2027 mix, the model's direct-cost rate re-blends for every year, which is why Year 5 shows $145,645 against $145,999 in the base. Years 2 to 5 are left at the base accounts, which flatters the row, because a late start would also push back the new-account ramp. Among the cost rows, the stops row moves Year 3 the most. A technician who carries one stop a day fewer brings the fifth technician forward from March 2029 to July 2028.
Funds committed and the E-2 criteria
The company is funded with $950,000 of Oliver's own money and borrows nothing. Under State Department guidance a loan secured on the business's own assets does not count toward the investment, so no such loan is used, and nothing in the model changes if one is never taken. The table maps the plan to the published criteria. The mapping says where the plan answers each test. It does not say that the test is met: that is for the consular officer.
| Published criterion | What the guidance says | Where the plan answers it |
|---|---|---|
| Substantial investment | No set dollar figure is a minimum. The amount must be substantial in proportion to the cost of the business, enough to show financial commitment, and enough to make it likely the investor can develop and direct the business (9 FAM 402.9-6(D)). | The opening cost is $583,500, all of it funded from Oliver's own money, plus $366,500 of operating reserve. The guidance's own example treats 100% of a $100,000 start-up cost as normally qualifying; the plan shows 100% of its opening cost funded. |
| Proportionality | The lower the cost of the business, the higher the percentage of investment required; there are no fixed percentages (9 FAM 402.9-6(D); 22 CFR 41.51(b)(9)). | $535,500 of the opening cost is spent on the customer book, trucks, tools and fit-out, 56% of the $950,000. The rest is stock, licenses, formation, launch marketing, software, the deposit and the reserve. |
| Funds at risk and irrevocably committed | Funds must be placed at risk in the commercial sense and irrevocably committed. Loans secured on the business's own assets do not count; loans secured on the investor's personal assets can (9 FAM 402.9-6(B)). | No borrowing. The purchase agreement, trucks, lease and registrations are committed at opening. The $366,500 reserve sits in the company's account as working capital. How much of it counts as committed is a question for immigration counsel, and the plan does not rely on it for proportion. |
| Real and active enterprise | A real, active, for-profit commercial undertaking, not a paper organization or an idle speculative investment (9 FAM 402.9-6(C)). | 900 paying accounts and three technicians on the first day; $539,024 of revenue in Year 1 from about 5,900 planned stops; a licensed Qualifying Party on the payroll. |
| Not marginal | An enterprise with no present or future capacity to generate more than a minimal living for the investor and family is marginal. One that can make a significant economic contribution is not. Future capacity should generally be realizable within five years of starting normal operations (9 FAM 402.9-6(E); 22 CFR 41.51(b)(10)). | Oliver's pay is $60,000 a year from month 1. Net income after start-up costs is negative in Years 1 to 3 and $82,809 in Year 4 and $145,999 in Year 5. Employees other than the founder number 5, 6, 7, 8 and 9 at the ends of Years 1 to 5, on a payroll of $361,420 in Year 1 and $599,900 in Year 5, before 3% pay raises. The stress table shows where the result disappears. |
| Jobs | No numeric job-creation requirement appears in the USCIS page or the State Department sections read. Jobs matter as evidence of a significant economic contribution. | The payroll above. The plan states no job target as a requirement. |
| Develop and direct | The investor must hold at least 50% ownership or operational control, and treaty-country nationals must own at least 50% of the enterprise (9 FAM 402.9-6(F); 22 CFR 41.51(b)(11)). | Oliver owns 100% and is general manager. His duties are strategy, hiring, finances and customer standards; he does not apply products. |
| Treaty country | The State Department publishes the list of treaty countries. | The United Kingdom is listed with E-2 status. The list carries a footnote that limits the treaty to UK nationals and to British territory in Europe; how it applies to Oliver is for counsel. |
The State Department's Foreign Affairs Manual is guidance to consular officers, not statute. The plan quotes it as guidance and does not state approval rates, because no primary source for them was read.
What a consular officer or counsel would still ask
- Whether cash held in the operating reserve counts as committed. The plan funds it as working capital and does not rely on it for proportion.
- Whether the purchase agreement and lease are signed before the funds move, and what happens to both if the decision on the application is delayed. The plan fixes month 1 as January 2027; if the decision moves, the dates move and the dollar figures do not.
- How a plan that loses money through Year 3 reads against five-year guidance. The plan answers with Year 4 and Year 5 and with the stress table that shows how thin Year 3 is.
- Whether $450 an account for the purchased book is supported. It is a planning figure, a little over one year of recurring revenue per account at $432. The seller's records of recurring revenue, cancellations and complaints, and an independent valuation, are what a buyer would ask for.
- How the 12% extra loss of purchased accounts in Year 1 was chosen. It is a planning figure; the row with 70% retention shows the result at a harsher figure.
- Whether the Qualifying Party's license is in place before the first service, and the registration lead time at the Arizona Pest Management Division.
- Whether the technician capacity of 11 stops a day holds on Phoenix routes. The stops row shows the effect at 10.
- Who covers the operations manager role if that person leaves.
- Where the funds came from and how they reached the company. That documentation sits outside this plan.
Funding, Staffing and the Five-Year Numbers
One five-year model produces every table here: month by month for 2027, then year by year. Funding and inputs are listed first because a reader tests them before looking at results. Cash lows and stress cases appear earlier in the plan. The outcome is two loss-making years, a break-even third year (EBITDA of $42,205, a net loss of $6,809 once depreciation and amortization are deducted) and profits from Year 4. With equity as the only funding, the model carries no loan, interest or debt service.
What opening costs and who pays
| Use of funds | Amount |
|---|---|
| Purchase of the customer book of a retiring pest-control owner: 900 recurring accounts | $405,000 |
| 3 service trucks with tank racks | $102,000 |
| 3 sets of sprayers, dusters, PPE and inspection tools | $16,500 |
| Ventilated chemical room, racking and truck-yard fit-out | $12,000 |
| Opening stock of products and bait | $6,000 |
| Business license, applicator certifications and vehicle registrations | $4,000 |
| Company formation, accounting set-up and lease review | $14,000 |
| Launch: website, truck wraps, neighborhood mailers | $14,000 |
| Route and billing software set-up and card terminals | $2,500 |
| Lease deposit (two months) | $7,500 |
| Operating reserve for the first two loss-making years and the downside case | $366,500 |
| Total uses | $950,000 |
| Source of funds | Amount |
|---|---|
| Oliver Hartley's investment of personal funds | $950,000 |
| Total sources | $950,000 |
Oliver Hartley invests $950,000 of personal funds, all of it in month 1 and none of it borrowed. The customer book takes $405,000: 900 accounts at $450 each, a little over one year of recurring revenue per account ($432). The price is a negotiated figure and a planning figure; no published multiple is relied on. The three trucks, their tools and the chemical room take $130,500, opening stock takes $6,000, and $42,000 goes on licenses, formation and legal work, launch marketing, software set-up and the lease deposit, all expensed in month 1. The remaining $366,500 is the operating reserve that carries the company through the losses of 2027 and 2028. Technicians added after Year 1 drive leased trucks, so no later purchase needs funding. Oliver's own immigration costs are personal and are not in the company's figures.
Prices, accounts, capacity and the other inputs
- Prices are $105 a visit on the quarterly plan and $75 on the every-two-months plan, $225 for the initial treatment and about $150 for one-time work. They sit inside the ranges that Phoenix companies publish, listed in the market section, and rise 3% a year from Year 2. They are planning figures to confirm against local quotes.
- Sixty percent of accounts take the quarterly plan (4 visits a year) and 40% the every-two-months plan (6 visits), which is 4.8 visits at a blended $90 and $432 a year per account before initial treatments and one-time work. One-time work is 1.1 jobs per 100 accounts a month, weighted by the new-account season.
- The company buys 900 accounts and wins 400, 600, 700, 700 and 650 new accounts in Years 1 to 5. Accounts leave at 1.25% a month, about 14% a year, and 12% of the purchased accounts (108) leave in the first twelve months on top of that, 9 a month. Average accounts are 994, 1,285, 1,718, 2,131 and 2,460, and year-end accounts are 1,044, 1,454, 1,899, 2,282 and 2,564. New accounts follow the calendar: 6% of a year's total in January, 7% in February, 10% in March, 12% in each of April, May and June, 11% in July, 9% in August, 8% in September, 6% in October, 4% in November and 3% in December.
- Product and bait cost 10% of recurring revenue, 14% of initial treatments and 20% of one-time work. The model applies the Year 1 blended rate of 11.0% to every year; the Year 5 mix would blend to 10.9%, so Year 5 direct costs are overstated by about $2,550.
- A technician carries 11 stops a day over 220 working days, 2,420 stops a year. Stops are 4.8 recurring visits per account a year, 6% more for callbacks, and two stops for each initial treatment. A technician is added in the first month stops pass 95% of the capacity already on the payroll. The 11 stops a day is a planning figure near the low end of the 10 to 15 that practitioners report, which is unverified.
- Wages are $60,000 for the founder, $72,000 for the operations manager who is the Qualifying Party, $42,000 for each technician, $44,000 for the full-time coordinator and $22,000 for the part-time coordinator. On-costs are 27% for the founder and full-time coordinator, 30% for the operations manager, 32% for technicians and 15% for the part-time role. The personnel table shows launch rates, and a separate cost line adds 3% pay rises each year from Year 2.
- Opening trucks cost $34,000 each and depreciate over six years; tools cost $5,500 a set over five years. Technicians added later drive leased trucks at $9,600 a year, with $5,500 of tools expensed when they start. Fuel, tires and upkeep are $8,000 a truck a year, rising 3% a year like the other truck costs, and sprayers, PPE, uniforms, training and license renewals are $2,600 a year for each technician and for one more person, the Qualifying Party.
- Rent is 2,000 square feet at about $15 a square foot, $30,000 in Year 1 with a 3% yearly step, and utilities are $3,600. Insurance is $9,000 plus $2,400 for each technician on the payroll in 2027 dollars, $16,200 in Year 1 and $28,400 in Year 5 after a 3% yearly rise. Software is $3,000 plus $10 for each average account. Professional fees are $7,200. Card and bank-draft fees are 2.8% of revenue, bad debt and service credits 1.0%, and phones and permits $5,000. These are planning figures for the company's own size; a broker's and an accountant's quotes replace them before the lease is signed.
- The purchased book is amortized over 15 years, $27,000 a year, the period that 26 U.S.C. section 197 sets for acquired customer-based intangibles. The fit-out depreciates over seven years. Depreciation and amortization total $49,014 a year in every year.
- The model applies 21% federal and 4.9% Arizona corporate rates and carries losses forward, so no tax is due in any of the five years. The Arizona figure comes from the Department of Revenue's 2025 form and is confirmed for 2027 before filing. Two simplifications pull in opposite directions and are not netted: the tax line leaves out the $42,000 of start-up costs, which would lower tax, and it ignores the federal cap that lets carried-forward losses cover only 80% of taxable income, which would raise it. The company is a C corporation and pays no distributions in the five years, and Oliver is paid by salary.
- Customers pay by card or bank draft at each visit, so receivables are four days of revenue ($5,907 at the end of Year 1). Suppliers are paid in 20 days. Product stock is held at a quarter of a year's direct costs plus the $6,000 opening stock, which is $20,864 after the first year and $45,024 after the fifth.
Where the revenue comes from
| Revenue stream | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|---|---|---|---|---|---|
| Recurring service plans | $429,472 | $571,600 | $787,200 | $1,005,900 | $1,196,000 |
| Initial treatments for new accounts | $90,000 | $139,100 | $167,100 | $172,100 | $164,600 |
| One-time treatments and add-ons | $19,552 | $25,800 | $35,600 | $45,700 | $54,500 |
| Total revenue | $539,024 | $736,500 | $989,900 | $1,223,700 | $1,415,100 |
| Growth on prior year | – | 37% | 34% | 24% | 16% |
Recurring service plans are 79.7% of revenue in Year 1 and 84.5% in Year 5. Initial treatments fall from 16.7% to 11.6% of revenue as the book matures, and one-time work is 3.6% to 3.9%. Revenue grows 37% in Year 2 because Year 1 carries the loss of purchased accounts and a first-year ramp of new ones; growth then slows to 34%, 24% and 16% as the book gets larger against a fixed number of new accounts.
The first twelve months of service
| Month | Recurring service plans | Initial treatments for new accounts | One-time treatments and add-ons | Total revenue | EBITDA |
|---|---|---|---|---|---|
| Jan 2027 | $32,468 | $5,400 | $1,071 | $38,939 | ($11,291) |
| Feb 2027 | $32,674 | $6,300 | $1,258 | $40,232 | ($10,141) |
| Mar 2027 | $33,165 | $9,000 | $1,824 | $43,989 | ($6,798) |
| Apr 2027 | $34,011 | $10,800 | $2,245 | $47,056 | ($4,070) |
| May 2027 | $34,990 | $10,800 | $2,309 | $48,099 | ($3,142) |
| Jun 2027 | $35,956 | $10,800 | $2,373 | $49,129 | ($2,225) |
| Jul 2027 | $36,839 | $9,900 | $2,229 | $48,968 | ($2,368) |
| Aug 2027 | $37,494 | $8,100 | $1,856 | $47,450 | ($3,719) |
| Sep 2027 | $37,926 | $7,200 | $1,669 | $46,795 | ($4,302) |
| Oct 2027 | $38,135 | $5,400 | $1,258 | $44,793 | ($6,083) |
| Nov 2027 | $38,055 | $3,600 | $837 | $42,492 | ($8,130) |
| Dec 2027 | $37,759 | $2,700 | $623 | $41,082 | ($9,385) |
The lowest revenue of 2027 is $38,939 in January; sales climb with the spring wins to $49,129 in June and ease back to $41,082 by December. Operating profit before interest, depreciation and tax (EBITDA) is below zero every month: $11,291 down in January, $2,225 down in June and $9,385 down in December, since staff are paid for the whole opening book while new accounts arrive mostly in spring. Monthly cash, less four days of receivables, bottoms out at $289,369 in December 2027. Because stock and supplier timing are missing from that view, it reads above the annual cash table's December 2027 close of $277,333.
Who is on the payroll
| Role | Annual wage | Starts | Year 1 end | Year 2 end | Year 3 end | Year 4 end | Year 5 end |
|---|---|---|---|---|---|---|---|
| Founder and general manager (Oliver Hartley) | $60,000 | Month 1 | 1 | 1 | 1 | 1 | 1 |
| Operations manager and Qualifying Party (licensed applicator) | $72,000 | Month 1 | 1 | 1 | 1 | 1 | 1 |
| Customer service coordinator (part time) | $22,000 | Month 1 | 0.5 | – | – | – | – |
| Customer service coordinator (full time from month 13) | $44,000 | Month 13 | – | 1 | 1 | 1 | 1 |
| Pest control technician 1 | $42,000 | Month 1 | 1 | 1 | 1 | 1 | 1 |
| Pest control technician 2 | $42,000 | Month 1 | 1 | 1 | 1 | 1 | 1 |
| Pest control technician 3 | $42,000 | Month 1 | 1 | 1 | 1 | 1 | 1 |
| Pest control technician 4 | $42,000 | Month 15 | – | 1 | 1 | 1 | 1 |
| Pest control technician 5 | $42,000 | Month 27 | – | – | 1 | 1 | 1 |
| Pest control technician 6 | $42,000 | Month 39 | – | – | – | 1 | 1 |
| Pest control technician 7 | $42,000 | Month 52 | – | – | – | – | 1 |
| Total payroll incl. on-costs | $361,420 | $438,200 | $493,640 | $549,080 | $599,900 |
Oliver, the operations manager who is the Qualifying Party, a part-time coordinator and three technicians open the company. The coordinator becomes full time in month 13, January 2028. Technician four starts in month 15, March 2028; five in month 27, March 2029; six in month 39, March 2030; and seven in month 52, April 2031. Each start is the month stops first pass 95% of the capacity on the payroll, as the capacity table in the company section shows. At year end the payroll has 6, 7, 8, 9 and 10 people, counting the founder, and revenue per full-time equivalent rises from $98,004 to $141,510. There is no second manager and no second licensed applicator in the numbers.
Profit and loss after amortization
| Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |
|---|---|---|---|---|---|
| Revenue | $539,024 | $736,500 | $989,900 | $1,223,700 | $1,415,100 |
| Direct costs (pest-control products, bait and consumables) | ($59,458) | ($81,240) | ($109,192) | ($134,981) | ($156,094) |
| Gross profit | $479,566 | $655,260 | $880,708 | $1,088,719 | $1,259,006 |
| Payroll incl. on-costs | ($361,420) | ($438,200) | ($493,640) | ($549,080) | ($599,900) |
| Rent | ($30,000) | ($30,900) | ($31,800) | ($32,800) | ($33,800) |
| Utilities | ($3,600) | ($3,700) | ($3,800) | ($3,900) | ($4,000) |
| Marketing | ($60,000) | ($90,000) | ($105,000) | ($105,000) | ($97,500) |
| Insurance | ($16,200) | ($18,700) | ($21,900) | ($25,100) | ($28,400) |
| Professional fees | ($7,200) | ($7,500) | ($7,800) | ($8,100) | ($8,400) |
| Software subscriptions | ($12,900) | ($15,800) | ($20,200) | ($24,300) | ($27,600) |
| Truck fuel, tires and upkeep | ($24,000) | ($31,600) | ($41,000) | ($51,000) | ($60,800) |
| Truck leases for technicians added after Year 1 | $0 | ($8,200) | ($18,700) | ($29,700) | ($40,500) |
| Sprayers, PPE, uniforms, training and license renewals | ($10,400) | ($12,900) | ($16,100) | ($19,400) | ($22,700) |
| Tools and PPE for each technician added after Year 1 | $0 | ($5,500) | ($5,500) | ($5,500) | ($5,500) |
| Card and bank-draft fees | ($15,100) | ($20,600) | ($27,700) | ($34,300) | ($39,600) |
| Bad debt and service credits | ($5,400) | ($7,400) | ($9,900) | ($12,200) | ($14,200) |
| Phones and permits | ($5,000) | ($5,200) | ($5,400) | ($5,600) | ($5,800) |
| Annual pay raises (3% a year) | $0 | ($13,146) | ($30,063) | ($50,915) | ($75,293) |
| EBITDA | ($71,654) | ($54,086) | $42,205 | $131,824 | $195,013 |
| Depreciation | ($49,014) | ($49,014) | ($49,014) | ($49,014) | ($49,014) |
| Interest | $0 | $0 | $0 | $0 | $0 |
| Income tax | $0 | $0 | $0 | $0 | $0 |
| Net income before start-up costs | ($120,668) | ($103,101) | ($6,809) | $82,809 | $145,999 |
| Start-up costs expensed at opening (legal, licenses, launch marketing, software set-up, lease deposit) | ($42,000) | $0 | $0 | $0 | $0 |
| Net income after start-up costs | ($162,668) | ($103,101) | ($6,809) | $82,809 | $145,999 |
The first year ends $120,668 down before start-up costs and $162,668 down after them: EBITDA is $71,654 below zero and depreciation and amortization add $49,014. Year 2 is $103,101 down (-14.0% of revenue) because a full year of payroll is carried while the book is still being built. Year 3 is $6,809 down (-0.7%), break-even in practice, with EBITDA of $42,205 and the fifth technician arriving in March 2029. Year 4 turns a profit of $82,809 (6.8%) and Year 5 reaches $145,999 (10.3%). Five-year net income after start-up costs is a loss of $43,770, and the retained-earnings deficit of $43,770 at the end of Year 5 is the same figure. The model charges no income tax in any year, because the losses of Years 1 to 3 are carried forward.
Where the cash goes
| Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |
|---|---|---|---|---|---|
| Cash from operations | ($137,167) | ($60,503) | $33,972 | $124,227 | $188,794 |
| Customer book, trucks, tools and fit-out | ($535,500) | $0 | $0 | $0 | $0 |
| Funding received | $950,000 | $0 | $0 | $0 | $0 |
| Loan principal repaid | $0 | $0 | $0 | $0 | $0 |
| Owner distributions | $0 | $0 | $0 | $0 | $0 |
| Net change in cash | $277,333 | ($60,503) | $33,972 | $124,227 | $188,794 |
| Closing cash | $277,333 | $216,830 | $250,802 | $375,029 | $563,823 |
The company never runs out of cash: the year-end balance starts at $277,333 and finishes at $563,823. Year 2 draws it down by $60,503, after which it grows by $33,972, $124,227 and $188,794 in Years 3 to 5. Operations consume cash in the first two years and produce it from Year 3. Nothing is borrowed and nothing is paid out to the owner. The $535,500 for the customer book, trucks, tools and fit-out leaves the account in January 2027, out of the $950,000 invested.
What the company owns and owes
| At year end | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|---|---|---|---|---|---|
| Cash | $277,333 | $216,830 | $250,802 | $375,029 | $563,823 |
| Accounts receivable | $5,907 | $8,071 | $10,848 | $13,410 | $15,508 |
| Product and bait stock | $20,864 | $26,310 | $33,298 | $39,745 | $45,024 |
| Customer book, trucks, tools and fit-out (net) | $486,486 | $437,471 | $388,457 | $339,443 | $290,429 |
| Total assets | $790,590 | $688,683 | $683,405 | $767,628 | $914,783 |
| Accounts payable | $3,258 | $4,452 | $5,983 | $7,396 | $8,553 |
| Borrowings (none) | $0 | $0 | $0 | $0 | $0 |
| Paid-in capital | $950,000 | $950,000 | $950,000 | $950,000 | $950,000 |
| Retained earnings | ($162,668) | ($265,769) | ($272,578) | ($189,769) | ($43,770) |
| Total liabilities and equity | $790,590 | $688,683 | $683,405 | $767,628 | $914,783 |
Break-even and the weight of the payroll
| Measure | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|---|---|---|---|---|---|
| EBITDA margin | -13.3% | -7.3% | 4.3% | 10.8% | 13.8% |
| Net margin (before start-up costs) | -22.4% | -14.0% | -0.7% | 6.8% | 10.3% |
| Payroll incl. pay raises as share of revenue | 67% | 61% | 53% | 49% | 48% |
| Revenue per full-time equivalent at year end | $98,004 | $105,214 | $123,738 | $135,967 | $141,510 |
| Average monthly revenue | $44,919 | $61,375 | $82,492 | $101,975 | $117,925 |
| Monthly revenue needed to cover operating costs | $51,630 | $66,441 | $78,539 | $89,628 | $99,659 |
| Debt service cover (EBITDA / interest + principal) | – | – | – | – | – |
In 2027 monthly revenue averages $44,919 while operating costs before depreciation need $51,630, so the reserve funds the shortfall. Year 2 falls short again ($61,375 against $66,441). Year 3 is the first to clear the bar, at $82,492 against $78,539, and the gap widens to $101,975 against $89,628 in Year 4 and $117,925 against $99,659 in Year 5. There is no debt, so no debt service cover is shown. Payroll with pay raises is 67% of revenue in Year 1 and 48% in Year 5.
If accounts run 20% short
| Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |
|---|---|---|---|---|---|
| Revenue | $431,219 | $589,200 | $791,920 | $978,960 | $1,132,080 |
| Net income before start-up costs | ($194,259) | ($108,145) | ($62,810) | ($2,663) | $44,760 |
| Net income after start-up costs | ($236,259) | ($108,145) | ($62,810) | ($2,663) | $44,760 |
| Closing cash | $207,245 | $142,981 | $122,599 | $162,873 | $251,673 |
This case has 20% fewer accounts than planned at every date: 720 purchased accounts instead of 900, at the same price paid, and 20% fewer new accounts, so every revenue line is 20% lower in every month. The owner responds once seven months of results are in. Oliver's pay is cut 15% from August 2027, from $60,000 to $51,000. The part-time coordinator stays on until the full-time coordinator starts in July 2028 instead of January 2028. Marketing is cut 20% from Year 2. Technicians follow the smaller route count: the third starts in April 2027, the fourth in February 2029, the fifth in March 2030 and the sixth in June 2031, and the three opening trucks are already bought, so the third truck sits idle until April 2027. Product costs, card fees, bad debt, insurance, fuel, supplies, software and leased trucks fall with revenue or with the smaller team, and later tool sets follow the later hires; the third technician's tool set is charged again in 2027 ($5,500), a conservative overlap with the opening tools. Marketing, rent and the other fixed lines are not trimmed in 2027, because the cuts start later and the model spreads annual lines evenly across the months. Lines that follow revenue or team size fall from the first month. The lowest year-end cash is $122,599 in Year 3, Year 1 equity is $713,741, and the lowest month-end cash on the monthly path is $101,670 in February 2030. The company loses money in Years 1 to 4 and earns $44,760 in Year 5. It has no lender, so no covenant is tested; the company's own $50,000 minimum holds at every month-end on the monthly path.
Sources
- U.S. Department of State, 9 FAM 402.9-6, Treaty Investor (E-2) visa requirements (CT:VISA-2190, 17 February 2026, read 11 November 2026): investment substantial in proportion to the cost of the business with no set minimum; funds at risk and irrevocably committed; real and active enterprise; marginal enterprise; develop and direct. This is State Department guidance to consular officers, not statute.
- Electronic Code of Federal Regulations, 22 CFR 41.51, read 11 November 2026: the regulatory text on substantial investment, marginality and develop and direct.
- U.S. Citizenship and Immigration Services, E-2 treaty investors, read 11 November 2026: no numeric job-creation requirement found; marginality and significant economic contribution.
- U.S. Department of State, Treaty Countries, read 11 November 2026: the United Kingdom is listed with E-2, with a footnote on nationality and territory.
- Arizona Department of Agriculture, Pest Management FAQs, read 11 November 2026: a business engaged in pest management needs a business license; the Qualifying Party's responsibilities.
- Industrial Commission of Arizona, 2026 minimum wage notice: $15.15 an hour from 1 January 2026.
- Arizona Department of Revenue, Form 120 for tax year 2025: corporate income tax at 4.9% of taxable income. The 2027 rate is confirmed with the Department.
- Cornell Legal Information Institute, 26 U.S.C. section 11: 21 percent federal corporate rate under subsection (b); and 26 U.S.C. section 197: amortization of acquired customer-based intangibles over 15 years. The book in this plan is amortized over 15 years.
- Kevlar Pest Control, prices of pest control in the Phoenix area, and AZ Charged, pest control cost in Phoenix, both read 11 November 2026: published ranges for monthly, every-two-months and quarterly visits and initial treatments. Company and local-guide pages, not survey data; the model's prices are planning figures inside them.
- Technician stops per day: practitioner discussion on Reddit's pest-control forum and vendor route-planning blogs, read 11 November 2026, giving roughly 10 to 15 residential stops a day. Unverified; the model uses 11.
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