Neither controls the other, so run them as parallel tracks with their own milestones. Permits and trades set when the business can open; preparation, any consular step, government review and admission set when the investor can be present and working. Build the plan so a delay on one track does not force an irreversible decision on the other.
Identify the point of no return
Find the moment when a payment stops being recoverable, usually the deposit, the contractor mobilisation, or a long-lead equipment order, and decide in advance what has to be true before crossing it. Confirm current filing instructions for the actual route at the official source at the time of the step, and allow room for further evidence requests. If ownership, funding or the premises change while a case is pending, revisit the facts.
Run the construction programme and the immigration preparation as two tracks with separate milestones and one shared review date each month. At each review, ask a single question: has anything become unrecoverable since last time. The point of no return is usually the deposit, contractor mobilisation, or a long-lead equipment order, and it should be crossed deliberately rather than by drift.
Confirm current filing instructions for the actual route at the official source at the time of the step, and leave room for a further request for evidence. If ownership, funding, premises, or the intended activity changes while a case is pending, revisit the facts rather than assuming the change is immaterial. Record each review in writing.