I think they are focusing on the #1 reason for investment - the team. A good team with a poor product can make it happen, a poor team, even with a good product, not so much. I think I would point out what has been accomplished with the existing structure, why is has been effective and how you will have some flexibility after another year.
You could also create some stage gates for investment that would capitalize on the fact you are in the US, ie., what could be done in the next 12 months because you are here versus in India?
Remember facts tell but stories sell. What's your story?
These are your earliest investors. Be open with them. You are working to get your green card in the USA and once you have that you actually are a stronger long term sales and engagement asset. And then dive into an example of a typical week:
I am a CTO in a virtual company with an HQ in the USA, I'm based in Paris FR and my Dev team is in Riga LV, and I continually get pitched to do dev. work in SE Asia.
So here's how I would explain to them how I keep the team on task in a different time zone:
And if this is not enough for them to "trust you" after a F2F engagement - then they are not the right investors