Not alone. It may describe the process but must be connected to the applicant’s qualifying knowledge and U.S. role.
Show the individual contribution
Identify genuine examples of acquisition and application. The company’s ownership of a manual does not establish every employee’s knowledge of it. Start with a knowledge inventory that distinguishes the company’s system from the employee’s individual mastery.
Identify the product or process, the employee’s training path, concrete assignments, and how the U.S. role will use that knowledge. Then verify the qualifying entity relationship and the continuous overseas year during the previous 36 months.
Hypothetical example: a robotic-greenhouse supplier wants to transfer a technician who can diagnose faults in an internal climate-control algorithm. A vendor certificate shows general automation training, but project records showing the technician’s repeated diagnostic decisions are more useful. The review should decide whether the knowledge is special knowledge of the organization’s products or advanced knowledge of internal procedures, rather than relying on the word “specialized.” It should also ask whether a client-site assignment keeps the petitioner in control of a qualifying service.
A job that primarily supplies ordinary labour may present a different result. End the first review with a list of facts to prove, a list of authentic records, and a clear statement of what the employee personally knows and will do. Where the knowledge was learned through a particular project, identify the project leader and available contemporaneous records.
This helps distinguish personal, organization-specific experience from a generic technical aptitude described after the fact.