It helps as background about the position and the company, but it establishes nothing about the successor. The incoming person must independently meet the qualifying employment abroad requirement and show that the proposed work is primarily managerial or executive. Inheriting a title conveys no eligibility of its own.
Separate the role's history from the person's
Evidence about the position — where it sits in the structure, the function it manages, the people and budgets it controls — carries over usefully. Evidence about the individual does not. Where the successor comes from a different part of the group, confirm that the employing entity abroad is itself a qualifying related company and that the year of employment falls within the relevant preceding three-year period.
Timing analysis here is case specific. There is a practical consequence worth acting on. Because the position's history carries over and the individual's does not, the fastest way to assess a succession is to reuse the corporate and structural evidence while rebuilding the personal evidence from scratch.
That splits the work sensibly: the company secretary can refresh the ownership documents and the organisational chart, while payroll reconstructs the successor's employment history in parallel. Where the successor comes from a different part of the group, the two threads meet at a single question, whether the employing entity abroad is itself a qualifying related company, and that question should be answered before either thread continues.