An assistant is only as useful as the context around it. Founders often rush into tooling before documenting the business decisions the assistant is supposed to support. Start with the recurring questions. What does the team answer repeatedly for customers, staff, leads or partners? Then write the approved answers, edge cases and escalation paths. Next, map the approved sources. Product documents, service policies, proposal templates and internal playbooks matter more than generic prompting tricks. Finally, be explicit about what the assistant should never do. It should not invent prices, rewrite contracts casually or answer sensitive issues without handoff. When that documentation exists, the assistant becomes easier to build, easier to improve and far less risky to use.