Aiming for a particular opening date is reasonable commercially, but no part of the immigration process comes with a guaranteed decision date, so the launch plan should survive a delay. Build the schedule so that a missed season costs a postponement rather than a lease signed for premises nobody can lawfully operate.
Plan for the season after next
Work backwards from the target opening, then add contingency for evidence gathering, corporate formation, funds transfer and government processing, and check the resulting date against the cycle. If the honest answer is that the first full season may be missed, decide now whether the enterprise can absorb an extra quiet period. Commitments that assume a start date — hiring, inventory orders, personal relocation — should be staged behind confirmed authorization rather than expectation.
Work through the sequence explicitly: entity formation, funds transferred and spent, premises secured, the evidence assembled, the application prepared, and then whatever government step applies. Only the first four are within the investor's control. Where the plan depends on opening before a particular season, decide in advance what happens if the date passes, and write that decision down while the choice is still unhurried.
Committing to a lease, staff or inventory in anticipation of a decision that has not issued converts a scheduling problem into a financial one, and it does so at the moment the business can least absorb it.