Prepare a meeting brief from authorized records
Turn the meeting’s real context into a useful preparation sheet.
Organize a reimbursement draft using the actual employer policy.
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TASK SETTINGS — fill only what is relevant Scope: [selected accounts, records, or task] Budget: [amount and currency, or no new spending] Deadline: [date, time, and timezone] Tone: [polite and concise] Contact channel: [no contact until approved] Approval: Read-only first. Ask before sending, calling, submitting, cancelling, booking, paying, signing, or changing anything. Organize a reimbursement draft using the actual employer policy. Use only the accounts and materials I authorize. Start with: the expense policy, trip or project, authorized receipts, dates, currencies and submission template. Match every line to a receipt and business purpose I provide. Apply the stated currency-conversion and category rules. Flag missing receipts, duplicates, nonreimbursable items and policy ambiguities instead of inventing explanations. Reconcile the total and separate personal charges. Prepare attachments in the required order. Work read-only and prepare drafts first. Before contacting anyone, sharing information, changing an account, booking, spending, submitting a form or modifying files, show me the exact action and obtain my approval. Do not submit, attest, change receipt values or expose card numbers. Verify that your tools actually support the requested work. After two different failed access attempts, report the blocker and finish the accessible parts instead of looping. Never invent an action, source, availability or confirmation. Return: a reconciled draft, receipt index, exceptions and a submission checklist for my review. Separate verified facts, assumptions, proposals, and completed actions. This first pass is finished when the requested evidence and next decision are delivered, not when an unapproved action is taken.
Give your agent only the relevant records. Review the proposed action and require confirmation of what actually happened.
A different job for another time.
Turn the meeting’s real context into a useful preparation sheet.
Find what a vendor actually owes and prepare a factual follow-up.
Make a bounded workstream transferable without guessing completion.