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PM demand is rising, and the job description is changing
Lenny Rachitsky's latest job-market report goes against the "AI replaces PMs" story. Open PM roles are at their highest in nearly four years, up 75% from the March 2023 low. PM openings have grown 56% since the start of 2023, against 43% for engineering . Actual hiring is a different picture: it has been flat or falling for every core product role. PM hiring has held up best, though, and PM's share of hires rose from 16% in 2021 to 21% . Lenny reads the gap between openings and hires as growing demand combined with more difficulty landing great PMs .
Other product roles are shrinking:
- There are now 3.8 open PM roles for every open design role, up from 1.9 in early 2023 .
- U.S. user-research hiring is down 66% from 2022, the steepest drop of any role in the report. Lenny thinks teams now learn after launch instead of through research, and that better tools let people outside UXR run studies themselves .
- Open mobile and front-end engineering jobs have nearly halved in a year, while forward-deployed engineer (FDE) roles are growing .
For PMs, it may matter more that discovery work traditionally done by researchers and designers is moving onto the PM. Required skills have shifted too. "LLM" is now the most-mentioned skill in PM job descriptions. "Claude" is third, Cursor, OpenAI and MCP are in the top eight, and "evals" is in the top ten . Even in designer job descriptions, Claude is now the second most-mentioned skill, although demand for Figma has also grown .
What AI-era PM interviews test
Aakash Gupta adds his own hiring data. Hires of PMs from outside the company are down 45% since 2022. 48.3% of first AI PM jobs went to people who had held a PM role without "AI" in the title. Career switchers have better odds in healthcare (37.0%) and finance (36.5%) than in tech (29.5%) . Agent PM grew from 2.1% to 9.5% of AI PM hires . He also found that 40–45% of job seekers faced a take-home or past-project presentation. Companies that use them include Anthropic, OpenAI and Stripe. Because every candidate has AI help, the assignments now test whether your judgment adds something AI can't produce for everyone else .
Hiring managers in r/ProductManagement disagreed about vibe-coded side projects. One 15-year PM likes them as a chance to show real PM skills instead of a scripted product-sense exercise . Others care only about users or revenue , or about "what broke when real users touched them" .
Does continuous discovery have product-market fit?
Teresa Torres and Petra Wille treated discovery habits as a product, with the organizations that buy training as the customer. The habits work for individuals and teams . The demand is real: companies want better discovery and will pay for it. What fails is follow-through: reserving the time, keeping going through busy weeks, getting customer access . Boards reward predictable results, and executives are rewarded for certainty and for dictating solutions . Change rarely survives a leadership change . Torres's reframe: treat those constraints as fixed and adapt the method to fit quarterly incentives . Wille's counter is that partial adoption still has lasting value .
SaaS strategy after AI builds version one
Webflow's argument is that AI is good at version one, so most of its business comes after a customer hits publish. Its three bets: build what AI is bad at, go deep on one buyer, and use AI tools as an acquisition channel . Its PMs code the first prototype, and each product area is staffed by two or three engineers, a designer and a PM . There is no separate AI PM title, because every PM is expected to be one . HubSpot's Dharmesh Shah offers a related rule: anything a structured query can answer deterministically should not be answered by an LLM . HubSpot is pairing its system of record with a "system of context" for unstructured data .
Validation and other news
- Paid pilot vs. pivot. A founder had 20 conversations, and only 2 agreed to a pilot, both for a minor feature . One commenter's advice: agree a small, fixed scope and a review date, and see whether they'll pay to keep using it. Treat the feature as a wedge into the bigger product only if the need recurs across unrelated buyers .
- Stripe closed its OpenRouter acquisition to help businesses explore models and optimize token routing . Patrick Collison says OpenRouter now serves about 125% more tokens per week than when the deal was announced in August .
- PM openings are at their highest level in nearly four years: up 75% from the March 2023 low and 56% since early 2023, versus 43% growth for engineering openings. The report combines global job-opening data with U.S. hiring data; actual hiring across core product roles has been flat or declining, but PM hiring has held up best, and PMs are the only core role whose share of hiring rose—from 16% in 2021 to 21% today. The author interprets the gap as rising demand but greater difficulty landing strong PMs.
- AI fluency is increasingly prominent in PM job descriptions: “LLM” is the most-mentioned skill, Claude is third, Cursor, OpenAI, and MCP are among the top eight, and evals are in the top ten and gaining momentum; SQL remains strong.
- Product-team hiring is uneven: there are 3.8 open PM roles per open design role, up from 1.9 in early 2023, and U.S. product-design hiring over the past 12 months was less than half its 2022 level. U.S. user-research hiring was down 66% from 2022; the author suggests faster release cycles and tools enabling non-researchers to do research may contribute, while presenting the possible decline of UXR as a dedicated function as speculation.
- PM opportunities are geographically concentrated: one in four open PM and design roles is in the Bay Area. About 21% of PM openings are remote, a share that has held steady for two years but remains near a record low.
For products intended to sustain a user behavior, Eyal’s motivation model suggests that a clear action and its benefit are not enough: users also need to believe they can perform it, since disbelief in their ability can prevent action. He argues that beliefs shape what people notice, feel, and do, making user confidence and limiting assumptions useful considerations alongside action clarity and perceived value when diagnosing behavior-change challenges.
- The software market is still rewarding growth, particularly among companies perceived to have AI tailwinds; in the author’s analysis, 64 public software companies valued below 5× had median growth of 11%, versus 34% for companies above 15×.
- Webflow’s AI-era strategy is to monetize what comes after AI-generated “version one”: build for work AI handles poorly, focus on a specific buyer, and use AI tools as a customer-acquisition channel. Webflow identified marketing teams at larger companies as its core buyer; its suggested ICP exercise is to group usage by job and job title, then identify unmet needs such as governance and collaboration.
- Webflow encourages users to bring ChatGPT-generated sites into Webflow to iterate; the article reports that people using Webflow’s MCP publish more often and new customers reach their first publish faster. Its Source feature, then in research preview, was intended to create on-brand assets, obtain approvals, and publish.
- Webflow’s operating model has PMs code initial prototypes, small teams of two or three engineers plus a designer and PM swarm on them, and product teams prioritize user behavior over feature counts while spending more time with customers. Webflow treats AI fluency as a baseline for PMs rather than a separate title, and interviews probe candidates’ curiosity and what they have built with or done using AI.
A 2026 tech-job-market report says PMs are “winning in the AI era” and that every role now requires AI skills; it also says engineering demand has stalled and design openings are at a record low.
Lenny says Forward Deployed Engineering openings are exploding and points readers to a list of FDE jobs.
- Teresa Torres and Petra Wille ask whether Continuous Discovery has product-market fit when treated as a product for organizations buying training. Torres says the habits work at the individual and team level, but questions whether they can stick across an organization; the concern is willingness to reserve time, persevere through busy periods, and secure customer access—not whether companies want and will pay for better discovery.
- Organizational incentives are a key barrier: boards favor predictable growth, executives are rewarded for certainty and dictating solutions—undermining the trust discovery requires—and adoption often struggles to survive leadership changes or company growth.
- A proposed reframe is to adapt the discovery approach to existing structures, incentives, and quarterly results rather than expecting the whole organization to change; even partial adoption can be valuable because, as Petra puts it, “what has been seen cannot be unseen.”
Lenny Rachitsky’s 2026 tech-job-market report says PMs are “winning in the AI era,” AI skills are now required across roles, and design openings are at a record low. In designer job descriptions, demand for Figma experience has grown over three years, while Claude became the second most-mentioned skill as of spring—suggesting AI tools are spreading alongside, not replacing, Figma.
Lenny’s 2026 tech-job-market report says PMs are “winning in the AI era” and that every role now requires AI skills. It also reports engineering demand has stalled and design openings are at a record low. Tech recruiter openings are described as at an all-time high, up 300% since 2023.
- Lenny Rachitsky’s 2026 tech-job-market report characterizes PMs as “winning in the AI era” and says every role now requires AI skills; it also reports stalled engineering demand and design openings at a record low.
- In a related hiring shift, he says FDE is ascendant while open mobile and front-end engineering jobs have nearly halved over the past year.
PM hiring views on vibe-coded side projects are split: one experienced hiring manager says even noncommercial projects can show passion, creativity, problem-solving, and PM skills, while another says candidates beyond new-grad level should prioritize tangible users or revenue over how the project was built.
The stronger signal is the product work behind the project, not simply shipping code: explain the problem, user response, decisions, and learning. One commenter warns that zero-user weekend apps may count against candidates unless they can discuss what broke with real users; another says candidates should be ready to defend design choices.
Presentation options include linking a public repo or a README describing the project goal, process, and learnings; one commenter says that approach supported a successful product-leadership job search.
- AI makes iteration and learning cheaper, so test ideas with real users rather than relying on analysis; successful products often diverge from their original idea. Narrow the initial market and shorten learning loops, especially as easier software creation makes distribution harder.
- HubSpot found that 60% of its surveyed marketing customers used no CRM; citing intimidation and cost as barriers, it launched an easy, free CRM and later expanded it into a platform.
- HubSpot CTO Dharmesh Shah argues that business software should optimize for the work and customer outcomes, not the interface; use deterministic queries for structured questions instead of LLM inference. HubSpot is revisiting its architecture to pair a structured system of record with an unstructured context store, potentially a graph, for inference and agents.
- HubSpot Next operates as a startup within the company, with room to test new products, markets, and technologies outside core constraints; successful components can be brought into the main product. Uspot, its one-person CRM for solopreneurs, was used to test product ideas and monetized early to learn about pricing and customer-perceived value; Shah reported willingness to pay for a consumption-based model but gave no figure.
- The article argues the “SaaS-pocalypse” is overstated: among the public software companies analyzed, the 64 valued below 5x revenue had median growth of 11%, while companies above 15x had median growth of 34%; its product-leadership takeaway is to prioritize growth. Webflow’s AI strategy is to capture value after AI creates a first version: build what AI handles poorly, choose a specific buyer, and use AI as a distribution channel. Webflow focuses on marketing teams at large companies, encourages customers to start with ChatGPT’s site builder and bring the result into Webflow, and says MCP use increases publishing and speeds customers’ first publish; its Source feature is in research preview and is designed to plan launches, create on-brand assets, obtain approvals, and publish.
- Webflow’s product operating model has PMs code first prototypes, small teams of two or three engineers plus a designer and PM, a focus on behavior over feature count, and more time with customers. It has no separate AI PM title: the expectation is that every PM works with AI.
- Aakash’s note on AI-first PM roles says postings at OpenAI, Anthropic, and Google DeepMind seek PMs who can run evals, prototype with code, understand model-architecture tradeoffs, automate with agents, and use MCPs; he argues the PM-engineer boundary is dissolving. Another proposed PM skill set for this model is design sense, taste at speed, and continuous discovery.
- Aakash’s 2026 hiring-market report says outside PM hiring is down 45% since 2022, Agent PMs grew from 2.1% to 9.5% of AI PM hires, and 48.3% of first AI PM jobs went to people who had PM experience without AI in their title. For people new to PM, healthcare and financial companies accounted for 37.0% and 36.5% of first AI PM jobs, respectively, versus 29.5% in tech.
- PM take-home assignments were reported by 8 of 20 interviewees (40%) and 45% of 160 job seekers in Aakash’s cohorts; he says AI assistance makes distinct judgment more important than polished basics. His suggested differentiators include talking to customers, sizing impact, prototyping, and practicing the presentation aloud.
- A product strategy for serving overlooked customers: identify the gap between what customers want and what is available, challenge incumbents’ conventions rather than compete on their terms, and scale in that whitespace.
- Direct customer feedback can shape both roadmap priority and delivery speed: after 15,000 people joined an e.l.f. TikTok Live and asked for bronzing drops, the CEO pushed the innovation team to accelerate the product from a planned 12–18 months out to launch in six months.
- Tubi says it uses fan feedback to greenlight shows and movies, and sees AI as a way to improve content discovery and help more stories find audiences as content grows; its CEO said viewers may spend 15 minutes searching for something to watch.
For e-commerce personalization, use A/B-test results to assess whether ideas move outcomes such as conversion, revenue per visitor, average order value, engagement, or loyalty sign-ups, and to guide what to build or test next. Frame a proposed site change as a hypothesis about a customer-journey problem; state what you would measure and what would make you drop the idea. For personalization, pair a primary metric with a guardrail, such as conversion alongside returns.
Lenny Rachitsky’s 2026 tech-job-market report identifies PMs as “winning in the AI era” and says every role now requires AI skills.
Lenny Rachitsky’s 2026 tech-job-market report says product managers are “winning in the AI era”; its other headline trends include stalled engineering demand, design openings at a record low, AI skills required across roles, jobs concentrating in the Bay Area, remote roles at a record low, and most tech-job growth occurring outside software. The analysis triangulates global job openings at more than 9,000 tech companies with U.S. hiring, departure, and promotion data covering 124 million professionals.
Lenny Rachitsky’s 2026 job-market data shows PM demand rising despite concerns about AI replacing PMs: open PM roles are at their highest level in nearly four years, up 75% from the March 2023 low, and have grown faster than openings for any other core product role since early 2023. PMs were also the only one of five core product roles whose share of hiring grew over the past five years, rising from 16% in 2021 to 21% in 2026.
Handshake built 13 simulated banking firms with 100 tasks and about 14,600 grading checks to train AI on banking work; the top model passes only 11% of the tasks. Its AI training business is near $1B in gross annualized revenue.
- For an entry-level PM interview, show that you think in terms of value rather than deliverables and can prioritize and reprioritize; research the company, product releases, and interviewer, and be candid about skill gaps while focusing on understanding problems before proposing solutions.
- A practitioner debate distinguishes discovery-oriented PM work—such as market and user research and synthesis—from PO-style backlog and project delivery, arguing that titles should reflect the work; commenters also note that feature-factory delivery can be intentional in cost-constrained or exploitation-focused settings, and that responsibilities vary substantially by organization.
A BITSOM course on product management with agentic AI, offered by Masai, is being shared as a crosspost from r/AIProductManagers.
- A candidate with one year of software engineering experience and no product-management background was considering a 0–1 YOE product associate role; the recruiter described it as “high ownership,” without hand-holding, fast-paced, and with possible crunch, prompting concern because the candidate expected training.
- Commenters disagreed on how to read that signal: some viewed entry-level expectations combined with little support as a potential mismatch, while others cautioned that recruiter language may not reflect the actual role. They recommended asking the product director or current PMs how ownership works and what support is available to build missing skills.
AI Evals for PMs: Everything You Need to Know to Get Started in 2026

Just like you can’t be a PM without using analytics, you can’t be a PM on AI products without evals.
Unlike traditional software, LLM pipelines do not produce deterministic outputs.
A response may be factually accurate but inappropriate (i.e., the “vibes are off”).
They may sound persuasive while conveying incorrect information.
The core challenge is: How do we assess whether an LLM pipeline is performing adequately? And how do we diagnose where it is failing?
To give you the absolute expert POV on this, I’ve teamed up with Hamel Husain (opens in new tab), one of the most recognized names in AI Evals industry-wide.
Before we continue, I highly recommend his course, AI Evals for Engineers & PMs course (opens in new tab).

I have been participating in the first cohort alongside 700 other students and got all the knowledge for this deep dive. The practical homework assignments really are taking my learning to the next level.
The next and last live cohort starts July 21st. Here’s a special \$800 discount for my community:
Defining Evals
What is an LLM evaluation (eval)?
It’s the systematic measurement of LLM pipeline quality. A good evaluation produces results that can be easily and unambiguously interpreted. It goes beyond a single number.
Evals can be operationalized in many different ways.
Three common ways are:
Background Monitoring - passively, without interrupting the core workflow, these evals detect drift or degradation.
Guardrails - in the critical path of the pipeline, these evals run can block the output, force a retry, or result in the fall back to a safer alternative.
To Improve a pipeline - these evals can label data for fine-tuning LLMs, select high-quality few-shot examples for prompts, or identify failure cases that motivate architectural changes.
What Could Go Wrong? The Three Gulfs
Let’s take the example of an email processing AI product.
The goal is to: extract the sender’s name, summarize the key requests, and categorize the emails.
This might seem simple. But we actually encounter three gulfs (opens in new tab), as the famous paper Who Validates the Validators? explains:

Gulf 1 - Comprehension (Developer → Data)
Thousands of inputs might arrive daily, with diverse formats and varying levels of clarity.
At scale, it is difficult to know the characteristics of this input data distribution, detect errors within it, or identify unusual patterns.
Just as we cannot read every input, we also cannot manually inspect every output trace generated by the pipeline to grasp all the subtle ways it might succeed or fail across the input space.
So the dual challenge is: how can we understand the important properties of our input data, and the spectrum of our pipeline’s behaviors and failures on that data, without examining every single example?
Gulf 2 - Specification (Developer → LLM Pipeline)
Our intent—the task we want the LLM to perform—is often only loosely captured by the prompts you write.
For example, we might write:
Extract the sender’s name and summarize the key requests in this email
At first glance, this sounds specific.
But important questions are left unanswered:
How concise or detailed should the summary be?
Should the summary be a paragraph or a bulleted list?
Should the summary include implicit requests, or only explicit ones?
Should the sender be the display name, the full email address, or both?
The LLM cannot infer these decisions unless we explicitly specify them.
Gulf 3 - Generalization (Data → LLM Pipeline)
Imagine an email that mentions a public figure, like Elon Musk or Donald Trump, within the body text.
The model might mistakenly extract these names as the sender, even though they are unrelated to the actual email metadata.
This is a generalization failure: the model applies the instructions incorrectly because it has not generalized properly across diverse data.
Even when prompts are clear and well-scoped, and even as models get better, this gulf will always exist to some degree, because no model will ever be perfectly accurate on all inputs.
Why Evals are Challenging
Developing effective evaluations for LLM pipelines is hard.
There are at least 4 reasons for this:

Each application requires bridging the Three Gulfs anew. There are no universal evaluation recipes.
Requirements often emerge only after interacting with early outputs. We might initially expect summaries to be written in prose, but later realize that bulleted lists are easier for users to scan. Evaluation criteria must evolve alongside system development.
Appropriate metrics are rarely obvious at the outset. Unlike traditional software, where correctness is well-defined, LLM pipelines involve tradeoffs: factual accuracy, completeness, conciseness, style, and more.
There is no substitute for examining real outputs on real data. Generic benchmarks cannot capture the specific failure modes of our pipeline. Systematic evaluation requires careful, hands-on analysis of representative examples.
The Solution: The LLM Evaluation Lifecycle
Evaluation provides the systematic means to understand and address these challenges. This is done to through 3 steps:

Step 1 - Analyze
Inspect the pipeline’s behavior on representative data to qualitatively identify failure modes.
This critical first step illuminates why the pipeline might be struggling. Failures uncovered often point clearly to:
Ambiguous instructions (Specification issues), or
Inconsistent performance across inputs (Generalization issues)
Understanding their true frequency, impact, and root causes demands quantitative data, hence Step 2…
Step 2 - Measure
Develop and deploy specific evaluators (evals) to quantitatively assess the failure modes.
This data is crucial for prioritizing which problems to fix first and for diagnosing the underlying causes of tricky generalization failures.
Step 3 - Improve
Make targeted interventions.
This includes direct fixes to prompts and instructions addressing Specification issues identified during Analyze.
It also involves data-driven efforts: such as, engineering better examples, refining retrieval strategies, adjusting architectures, or fine-tuning models to enhance generalization.
Cycling through Analyze, Measure, and Improve (and then back to Analyze) uses structured evaluation to systematically navigate the complexities posed by the Three Gulfs, leading to more reliable and effective LLM applications.
We will cover each phase in greater depth in the upcoming sections.
Where We Go From Here
So, that’s your introduction. Now, let’s go a layer deeper…
Eval Basics
🔒 Step 1: Analyze
🔒 Step 2: Measure
🔒 Step 3: Improve
1. The Layer Deeper: Eval Basics
Before we dive further into the practical evaluation lifecycle, let’s understand:
What LLMs can and can’t do
How to communicate with them effectively
And the basic types of evaluation metrics out there
LLM Strengths and Weaknesses
We all have experienced LLM’s strengths: they can produce fluent text and generalize to new tasks easily.
But, despite their strengths, LLMs face 4 key limitations that stem from their architecture, training objective, and probabilistic nature:
Algorithmic tasks. They can’t reliably execute loops or recursion. A model trained on 3-digit addition often fails on 5-digit sums.
Reliability. Outputs are probabilistic, not deterministic. The same prompt can yield different results.
Prompt sensitivity. Small wording changes can dramatically alter outputs.
Factuality. LLMs optimize for statistical likelihood, not truth. They can confidently assert false information.
Given these strengths and weaknesses, how do we effectively interact with LLMs? The primary method is prompting.
Prompting Fundamentals
What seems obvious to us might be unclear to the LLM.
Precision in our prompt is key.
A well-structured prompt contains 7 key components:

Component 1 - Role and Objective
Clearly define the persona or role the LLM should adopt and its overall goal. This helps set the stage for the desired behavior.
Example:
You are an expert technical writer tasked with explaining complex AI concepts to a non-technical audience.Component 2 - Instructions/Response Rules
Be specific and unambiguous
Use bullet points for multiple instructions
Define what NOT to do
Example:
- Summarize the following research paper abstract.
- The summary must be exactly three sentences long.
- Avoid using technical jargon above a high-school reading level.
- Do not include any personal opinions or interpretations.Component 3 - Context
The relevant background information, data, or text the LLM needs to perform the task.
Component 4 - Examples (Few-Shot Prompting)
One or more examples of desired input-output pairs. Highly effective for guiding format, style, and detail level.
Component 5 - Reasoning Steps (Chain-of-Thought)
For complex problems, instruct the model to “think step by step” or outline a specific reasoning process.
Component 6 - Output Formatting Constraints
Explicitly define the desired structure, format, or constraints for the LLM’s response. This is critical for programmatic use of the output.
Example:
Respond using only JSON format with the following keys: sender_name (string), main_issue (string), and suggested_action_items (array of strings).Component 7 - Delimiters and Structure
Use clear separators (### Instructions ###, triple backticks, XML tags) to distinguish different prompt components.
Precision in prompting is key to bridging the Gulf of Specification.
However, finding the perfect prompt is rarely immediate.
It’s an iterative process.
We’ll write a prompt, test it on various inputs, analyze the outputs (using evaluation techniques we’ll discuss in future sections), identify failure modes, and refine the prompt accordingly.
Note on Outsourcing Prompting
There are many tools that will write prompts for you and optimize them.
It’s important that you avoid these in the beginning stages of development, as writing the prompt forces you to externalize your specification and clarify your thinking.
People who delegate prompt writing to a black box too aggressively struggle to fully understand their failure modes.
After you have some reps with looking at your data, you can introduce these tools (but do so carefully).
An iterative refinement process hinges on having clear ways to judge whether the output is good or bad. This brings us to the concept of evaluation metrics.
Types of Evaluation Metrics
Evaluation metrics provide systematic measurements of LLM pipeline quality. They fall into two categories (opens in new tab):

Reference-Based Metrics
These evals compare the LLM’s output against a known, ground-truth answer.
This is much like having an official answer key to grade a multiple-choice test.
Reference-based metrics are often valuable during the development cycle, e.g., as unit tests. Think:
Keyword presence verification
Exact string matching for short-answer extraction
Beyond simple string comparisons, reference-based checks can become more complex.
Sometimes, this involves executing the result and comparing the result with a reference output. For example:
Running generated code against unit tests
Executing generated SQL and checking if the output result or table matches a known correct result or table.
Reference-Free Metrics
Alternatively, reference-free metrics evaluate an LLM’s output based on its inherent properties or whether it follows certain rules, operating without a specific “golden” answer.
This approach becomes crucial when dealing with output that is subjective, creative, or where multiple valid responses can exist.
For example:
Verifying a chatbot doesn’t offer medical advice
Ensuring generated code includes explanatory comments
Validating that generated SQL executes without syntax errors
Checking if a summary introduces speculation not in the source
These examples illustrate how reference-free qualities are highly application-specific.
Reference-free checks focus on validity rather than comparing results.
The distinction matters
Reference-based metrics are preferred when feasible because they’re much cheaper to maintain and verify.
Simple assertions and reference-based checks require minimal overhead, while LLM-as-Judge evaluators need 100+ labeled examples and ongoing maintenance.
Focus automated evaluators on failures that persist after fixing your prompts.
Many teams build complex evaluation infrastructure for preferences they never actually specified, like wanting short responses or specific formatting. Fix these obvious specification gaps first.
Consider the cost hierarchy:
Start with cheap code-based checks (regex, structural validation, execution tests)
Reserve expensive LLM-as-Judge evaluators for persistent generalization failures that can’t be captured by simple rules.
The way we evaluate depends heavily on what we are evaluating—and the cost of maintaining that evaluation over time.
Foundation Models vs Application-Centric Evals
Foundation Model Evals (like MMLU, HELM, GSM8k) assess general capabilities and knowledge of base LLMs. Think of them as “standardized tests”—useful for initial model selection but insufficient for your specific application.
Application Evals assess whether your specific pipeline performs successfully on your specific task using your realistic data. These are your primary focus because:
Foundation models undergo opaque alignment processes
General post-training may not match your application’s requirements
You need metrics capturing your specific quality criteria
Be extremely skeptical of generic metrics for your application.
In most cases, they’re a distraction.
The quickest smell that an evaluation has gone off the rails is seeing a dashboard packed with generic metrics like “hallucination_score,” “helpfulness_score,” “conciseness_score.”
Since application-specific evaluations often involve criteria beyond simple right/wrong answers, we need methods to systematically capture these judgments. How do we actually generate these evaluation signals?
Eliciting Labels for Metric Computation
How do we actually generate the scores or labels needed to compute our metrics?
This question is especially pertinent for reference-free metrics, where there is no golden answer key. How can we systematically judge qualities defined by our application, like “helpfulness” or “appropriateness”?
We recommend starting with binary Pass/Fail evaluations in most cases, as we’ll explore in detail later. Binary evaluations force clearer thinking and more consistent labeling, while Likert scales introduce significant challenges: the difference between adjacent points (like 3 vs 4) is subjective and inconsistent across annotators, and annotators often default to middle values to avoid making hard decisions.
With this preference for binary judgments in mind, three general approaches are used:

Approach 1 - Direct Grading or Scoring
The most common method of evaluations for AI applications is Direct Grading or Scoring. Here, an evaluator assesses a single output against a predefined rubric.
This rubric might use a scale (e.g., 1-5 helpfulness) or categorical labels (e.g., Pass/Fail, Tone: Formal/Informal/Casual).
Evaluators can be human annotators, domain experts, or a well-prompted “LLM-as-judge,” or an LLM that has been prompted to assess outputs according to the rubric.
Obtaining reliable direct grades demands extremely clear, unambiguous definitions for every possible score or label. Defining distinct, objective criteria for each point on a 1-5 scale can be surprisingly difficult.
For this reason, simpler binary judgments (like Yes/No for “Is this summary faithful to the source?”) are often easier to define consistently and are our recommended starting point.
Binary decisions are also faster to make during error analysis—you don’t waste time debating whether something is a 3 or 4.
Direct grading is most useful when our primary goal is assessing the absolute quality of a single pipeline’s output against our specific, predefined standards.
Approach 2 - Pairwise Comparison
Pairwise comparison presents an evaluator with two outputs (A and B) generated for the same input prompt. The evaluator must then choose which output is better based on a specific, clearly defined criterion or rubric.
While this still requires unambiguous comparison criteria, making this relative choice between two options is frequently cognitively easier for evaluators than assigning a precise score from a multi-level scale.
Approach 3 - Ranking
Evaluators order three or more outputs generated for the same input from best to worst, according to the same clearly defined quality dimension specified in the comparison rubric.
Ranking provides more granular relative information than pairwise comparison, though it typically requires more evaluator effort.
These relative judgment methods are particularly useful when our main goal is to compare different systems or outputs directly. We might use them for A/B testing different prompts, comparing candidate models, or selecting the best response when our pipeline generates multiple options for a single input.
For tracking gradual improvements, consider measuring specific sub-components with their own binary checks rather than using scales.
For example, instead of rating factual accuracy 1-5, track “4 out of 5 expected facts included” as separate binary checks. This preserves the ability to measure progress while maintaining clear, objective criteria.
The Layer Deeper - Step 1: Analyze
The process of developing robust evaluations for LLM applications is inherently iterative.
This section provides a detailed methodology for the Analyze portion—specifically focusing on how we systematically surface failure modes.
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