How to write your first 50 company facts

The blank page gets everyone. I've now watched several teams sit down to write out their company's facts for the first time, and the first ten minutes are always the same. Someone types "We are a leading provider of..." and someone else says no, that's the website, and then the room goes quiet.

Fair enough. Nobody has ever asked them to describe their company to a machine before.

Here's the method that gets teams unstuck, whether the facts end up in Company Brain, a Custom GPT, or a document you paste by hand. The writing part is the same.

A correction to the blank page first, though. Company Brain doesn't actually open on an empty list. Onboarding asks for your website, scans it, and drafts a first pass of facts as suggestions you approve or reject. That covers the public facts. The method here is for everything your website doesn't say, which turns out to be most of what matters. No website has ever stated what the company must never promise.

Start with the corrections, never with the description

Skip the "who we are" paragraph entirely. Instead, answer this: what do you fix in AI output every single week?

The product name it spells wrong. The tone it can't hit. The discount it invents. The audience it assumes. Every recurring correction is a missing fact, and your team can list fifteen of them from memory in ten minutes. That list is your real starting point, because it's sorted by pain instead of by org chart.

A good fact is short, checkable and alone

One fact, one claim. "Our product is called Meridian, capital M, never shortened." "We sell to accounting firms with 10 to 50 employees." "We never commit to delivery dates in writing before a contract is signed."

Notice what those have in common. Each is a sentence a new employee could read and apply today. Each can be checked, which means each can be reviewed, and review is what keeps company context from rotting. The moment a fact needs a paragraph of nuance, it's usually two facts wearing a coat.

The six piles

Once the corrections list runs dry, work through these in order. Teams usually land at 40 to 60 facts total, which is why the piles matter more than completeness.

Identity. What the company is, in the words you'd use across a table. Three to five facts.

Products and names. Every product, its exact spelling, what it does in one line, what it costs if pricing is public. Ten to fifteen facts, and the pile with the highest payoff per fact.

Customers. Who you sell to, who you don't, and the language customers use for their own problems. Five facts.

Tone. How you sound, as rules rather than adjectives. "Short sentences, no exclamation marks, no superlatives" beats "professional but warm" every time. A model can follow a rule. It can only guess at a vibe.

The never list. The promises, claims and words that must not appear. Five to ten facts, and the pile your lawyer and your most senior colleague should read first.

Strategy. What you're prioritizing this quarter and what you deliberately stopped doing. Three to five facts, refreshed when the strategy moves.

If you're writing these in Company Brain, don't overthink where they go. Each pile lands in a category the product already sorts facts by.

What to leave out

Anything that changes weekly, because stale context is worse than missing context. Anything nobody would correct if the AI got it wrong, because that's trivia. And anything you'd hesitate to show a new hire on day one, because context that needs a disclaimer needs a decision first, and that decision belongs to a person.

Why 50 is enough

We cap the free tier of Company Brain at 50 facts, and people sometimes assume that's stinginess. It's closer to a design opinion. The companies whose AI output improves the most are the ones forced to choose the 50 sentences that matter, because choosing is where a team discovers what it actually agrees on.

More than once, the argument about fact number 23 turned out to be the most valuable hour of the whole exercise. Two founders, one product, two different answers about who the customer is. Company Brain is built to catch exactly that: write both versions in and it flags the contradiction as a conflict for a person to resolve.

The machine was fine. The company needed the fact written down.