Context is part
of the product.
The business rules around an agent matter as much as the model inside it.
A model is not an operating brief.
A request like “prepare the quotation” sounds simple until you ask which price list applies, where stock is checked, what delivery promise is allowed, and who can approve an exception. Those are not small details. They are the job.
Start with sources of truth.
A folder of documents can contain old policies, conflicting versions, and examples that were never meant to become rules. Before adding retrieval or tools, identify what the business considers current, authoritative, and appropriate for this particular role.
Make uncertainty useful.
A confident guess is often less useful than a clear question. A good system should be able to show what it could not establish, where two records disagree, and which decision belongs with a person. That behavior needs to be designed and evaluated, not hoped for.
Put permissions in the system.
Instructions can describe boundaries, but software should enforce important ones. A review step means little if the agent can bypass it using another tool. The available actions, credentials, and approval path must agree with the business rule.
Make the context maintainable.
The company will change. Products, people, prices, and processes move on. A useful implementation makes it clear who updates the context, how a change is checked, and which part of the system depends on it.
Our view.
The valuable work is not wrapping a logo around a general assistant. It is turning the knowledge of a business into a working brief, controlled tools, and a usable experience. Context is part of what you are building—not something you add at the end.
Independent thinking.
Applied intelligence.