Around what the current status allows, not around the business's ideal calendar. Preparation, any consular processing, government review and admission run in sequence and none carries a guaranteed date. Keep trips to activities permitted under the status actually held, and avoid committing to a U.S. opening date that assumes the investor will be working here by then.
Cover the gap with delegated authority
If the enterprise must operate before the investor has status, put someone lawfully able to run it in place, with written authority to sign, spend and manage within limits. Review that arrangement periodically so it does not quietly become a permanent structure that undercuts the investor's own claim to direct the business. Reconfirm current filing instructions for the route close to submission, and leave room for further evidence requests.
Add one further discipline to that delegated arrangement: put an expiry date on it. An interim management authority created to cover a gap is precisely the kind of arrangement that persists, because it works and because nobody has a reason to revisit it, and the longer it runs the more the operation's actual direction looks like it belongs to the delegate rather than the investor. Set a review date in the document itself and diarise it independently.
Hypothetical example: an interim manager appointed for an expected three months is still running a water-analysis laboratory eighteen months later under the same written authority, and although every individual decision was sensible, the accumulated position is one the investor has to unwind rather than explain.