Business Plan Services for the United States

The Biz Plans provides business plan services for United States ventures, preparing business plans and financial models used in U.S. visa petitions and SBA loan applications. Founder Atul Jagga, CPA (Ontario) and licensed Canadian immigration consultant (RCIC-IRB, licence R711106), prepares the work around the business, its evidence and its intended reader. We work alongside clients’ U.S. immigration attorneys and lenders so the commercial narrative and financial schedules address the agreed document scope.

The firm is based in Toronto, Canada; it is not a U.S. law firm and provides no U.S. legal advice. Atul’s immigration licence is Canadian. Your U.S. attorney assesses immigration eligibility, legal arguments and filing requirements. Your lender sets its application requirements and decides the financing request. A business plan supports their review; it cannot promise a visa, a loan or a particular business result.

This hub brings the existing U.S. planning guides together in one place. Start with the purpose of your document: an investor’s operating enterprise, an overseas company’s U.S. expansion, an investment project, a proposed endeavor or a lender’s repayment assessment. These documents may share market research and financial information, but their readers ask different questions. Choosing the relevant guide helps define the evidence and responsibilities before drafting begins.

Our work connects the written plan to the financial model. The business description, customer research, operating milestones, staffing and funding schedules should tell the same story. We distinguish documented facts from assumptions and proposed activity from completed activity. The engagement scope determines the research, modelling, review and final deliverables; see our services overview for the published preparation process.

You can also explore Canada-context teaching samples and the free generator below. They help organize an early idea, but a U.S. filing or financing package needs evidence about its actual location, customers, costs and transaction. If your project instead concerns a move into Canada, use the Canadian immigration planning card. Tell us the intended reader and available records so the first conversation can focus on the right commercial questions.

Visa & immigration business plans

Identify the business document your attorney wants before selecting a plan structure. An investor-owned enterprise, a new U.S. office and a proposed endeavor need different explanations of management, capital, operations and milestones. These guides describe business preparation; counsel determines the legal pathway and how the commercial evidence fits the petition.

Bring the attorney’s instructions and a clear account of what the business has already done. Formation documents, ownership records, acquisition terms, expenditure evidence and management experience can shape the commercial narrative. A quotation, a signed contract and a completed payment represent different stages; the plan should preserve those distinctions. If the record changes during drafting, the corresponding narrative and financial schedules need review together.

A business plan is one document within a broader file. An attractive forecast does not establish legal eligibility, and a commercial staffing schedule does not decide whether a position meets an immigration definition. We organize the business facts and identify gaps for discussion. Counsel assesses legal treatment, supporting submissions and filing strategy. This division also helps prevent a business assumption from being repeated elsewhere as a verified legal conclusion.

SBA & lender plans

A lender needs to understand the financing request, the use of funds and how the business expects to support repayment. The commercial case should connect project costs to funding sources, operating capacity and cash flow. Ask the receiving lender for its document checklist before commissioning the plan so the engagement can address the actual transaction and requested schedules.

SBA and the Canada Small Business Financing Program are different financing contexts. The Canadian guide is a comparison resource, not an alternative checklist for a U.S. lender. Keep the borrower, operating location, currency and proposed transaction clear in each document. Having a Canadian connection does not establish eligibility for either program; the responsible lender confirms its current requirements.

For an acquisition or expansion, separate existing results from proposed changes. Historical sales belong to a stated period and source; forecast sales depend on assumptions about capacity, pricing and demand. Identify which funding contributions are documented and which remain proposed. The lender can then trace the request through the project budget and assess the supporting evidence without having to reconcile conflicting versions of the same figures.

Sample plans & tools

The linked samples are Canada-context teaching documents. Their structure can carry across the border: define the customer, explain operations, support assumptions and connect the financial schedules. They are not U.S.-specific samples. Canadian market conditions, program references, taxes and example figures must not be copied into a U.S. document as if they describe your business.

Use an example to ask better questions rather than to select convenient numbers. What creates a sale? How much staff time does delivery require? When does the customer pay? What spending must happen before revenue begins? Those questions carry across jurisdictions, while their answers depend on your actual venture. The generator can help arrange an early draft; it does not verify client facts or determine filing suitability.

Our Canadian business-plan benchmarks provide additional Canadian context for examining assumptions. They are not U.S. industry standards or lender thresholds. For a United States venture, support material assumptions with relevant local evidence and identify the source, period and currency. A useful comparison makes differences visible instead of hiding them behind a familiar example.

How engagements work remotely

The process follows our published services sequence: consultation and scope, information gathering, research and assumptions, aligned plan and financial development, review and refinement, and agreed final delivery. The steps below explain that sequence for a U.S. project. Deliverables and the review cycle are confirmed before work begins; timing depends on the agreed engagement rather than a promise on this hub.

1. Discovery call and scope

   Explain the business, location, transaction, intended reader and current stage. Share your attorney’s or lender’s requested document scope and identify any existing draft. We discuss whether the immediate need is a complete plan, financial modelling or review, then define the deliverables and responsibilities. Tell us about relevant deadlines so feasibility can be discussed during scoping.

2. Document intake and research

   Collect the business records, ownership information, management background, available financial statements, cost estimates and source material relevant to the agreed work. Identify missing records and unresolved assumptions early. Research should address the actual customer and operating market. The client verifies supplied facts, while legal questions and lender-specific requirements go to the responsible professional.

3. Develop the draft

   The narrative explains the offering, customers, competition, sales process, operations, management, risks and milestones. Each significant statement needs an evidence basis or a clear assumption label. A planned location remains planned until the record supports a different description. Drafting should make the business understandable to someone who has not participated in the founder’s earlier conversations.

4. Build and reconcile the financial model

   The narrative and model develop together. Revenue drivers connect to capacity, staffing, direct costs, overhead, capital spending and cash timing. For U.S. filings, financial projections are prepared in U.S. dollars. Where source records use Canadian dollars or another currency, identify the conversion assumptions so the model does not mix currencies or obscure the source amounts.

5. Revise with attorney or lender feedback

   The client checks the business facts and planned commitments. The U.S. attorney reviews the document in its legal context, or the lender identifies questions about the financing package. Within the agreed review scope, revisions reconcile feedback across the narrative and model. Final delivery consists of the documents defined in the engagement, with responsibilities for filing and lending decisions remaining with the appropriate parties.

Remote work depends on a shared record of decisions. Identify which version a reviewer is commenting on and distinguish a proposed change from an approved business assumption. If an acquisition price, location, investment schedule or staffing plan changes, flag that change before treating earlier figures as final. This helps keep the supporting schedules and narrative consistent through review.

Frequently asked questions

Discuss your United States business plan

Bring the business purpose, intended reader and available evidence to the first conversation. For a visa-related document, include the U.S. attorney’s instructions. For a financing request, identify the lender and requested schedules. Review our business plan services and current pricing, then share the project so the appropriate scope can be discussed.