It depends on whether the role is primarily managerial or executive, which is a question about proportion and about who else performs the operating work. Doing some hands-on work is not automatically fatal, but a role that is mostly hands-on will not meet the standard.
The proportion is the whole question
Two facts decide it. The first is how the transferee's working time is actually divided between directing others or managing an essential function, and performing the operating tasks personally. The second is whether there is anyone else to perform those operating tasks. A processing company that employs supervisors, quality staff and a maintenance lead can describe a manager who occasionally steps onto a line without undermining the claim. A company where the same person is the only one who can run the equipment describes something different, and calling it management does not change it. Write the description from a real week rather than from an aspiration. If the honest proportion falls short today, the more productive question is whether the United States role, with a hiring plan behind it, will be primarily managerial, since that is the position being assessed.
Hypothetical example: A textile exporter wants to transfer its regional operations director to establish a purchasing unit for its related American company. The first review should yield an ownership chart, a month-by-month employment chronology, and separate descriptions of the foreign and proposed jobs. Corporate filings and share records settle the qualifying relationship; payroll and leave records settle the continuous twelve-month requirement. A managerial title alone does not settle the role. The file must show authority over people, an essential function, or high-level decisions rather than personal performance of the company's ordinary services. Count the seven-year L-1A ceiling when planning extensions, not after the maximum stay is nearly exhausted.