Describe the task and the people
A useful brief explains what needs to become easier. Start with the current task: who does it, what information they need, and where the work slows down. A short example is often more helpful than a list of technologies.
Describe the people involved. A customer, an administrator and a manager may need different views of the same process. Note which decisions each person can make and what information they should be able to see.
Show what happens today
Show the current flow. Screenshots, an example spreadsheet or a simple sequence of steps can make the problem concrete. Remove personal information and credentials before sharing anything. If access to a live system is needed later, agree a secure way to provide it.
Choose what matters first
Separate essential work from ideas for later. Ask what the smallest release must do to be useful. Features that are not required for that journey can wait until there is evidence that people need them. This keeps the first scope easier to review and test.
Write down constraints. Mention a fixed event, an external provider, a required import or a system that cannot be changed. Be clear about what is already decided and what is open for discussion.
Make success easy to check
Define a few acceptance examples. Instead of saying “a better dashboard”, describe the question a user should be able to answer, the action they should take and the result they should see. These examples guide both development and testing.
Finally, name the person who will review decisions and gather feedback. A clear review process is as valuable as a clear specification. The goal is not a perfect document; it is enough shared understanding to agree a sensible next step.