An evaluation system is useful only when each failure mode connects to representative cases, decision-linked measures, calibrated human review, explicit thresholds, named owners, and a regression cadence the team can sustain.

Teams often score an AI system for months without agreeing what any number should change. For one AI use, we settle that first: acceptable behavior, the failures that matter, the cases that represent real work, how reviewers judge the evidence, and who may approve release. Product and risk owners leave with an intended-use plan, critical-slice map, decision-linked metrics brief, and ownership ledger for building only the evidence their release decisions require.

Illustration of AI Evaluation Strategy: a team testing an AI system against representative evidence

Some of the 500+ brands we've worked with

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  • PepsiCo
  • Mini
  • GAP
  • Little Caesars
  • Abdi İbrahim
  • Amazon
  • BMW
  • Shell
  • Hyundai
  • Red Bull
  • Decathlon
  • MediaMarkt
  • Bayer
  • Sanofi
  • EY
  • KPMG
  • GE
  • 3M
  • Domino’s
  • Lexus
  • Trendyol
  • Hepsiburada
  • Yandex
  • Pegasus Airlines

We work backward from the decision someone has to make. Anything the evaluation produces has to change that decision, or it doesn't get built.

  1. Frame the intended use

    We map users, workflows, stakes, known failures, current claims, available data, and the decisions the evaluation must support. Your product owner confirms which failures matter most for this use.

  2. Design the evidence model

    We connect failure modes to representative cases, slices, metrics, rubrics, graders, human review, and sampling rules. Your risk owner decides which measure actually changes a decision.

  3. Calibrate thresholds and review

    We define baselines, critical slices, grader checks, review paths, exceptions, and the evidence required to pass or pause. One reviewer on the team decides how the rule applies to a hard case.

  4. Assign the decision system

    We set the test cadence, regression triggers, release thresholds, owners, dependencies, and staged implementation plan. Your product and risk owners settle who owns each decision.

Product, engineering, and risk teams get one evaluation policy they can all read, instead of three partial versions in separate decks.

  • Roadmap

    Intended-use evaluation implementation plan

    Sets the intended use, decision questions, evidence priorities, implementation stages, and dependencies.

  • Matrix

    Failure taxonomy and critical slice map

    Organizes unacceptable behavior by user, workflow, severity, system layer, and operating condition.

  • Playbook

    Decision-linked metrics and sampling brief

    Defines what each measure means, when it applies, how it is reviewed, and where its limits sit.

  • Decision record

    Release thresholds and ownership ledger

    Records thresholds, exceptions, regression triggers, decision rights, and ongoing maintenance responsibilities.

Metrics are easy to collect and hard to act on. This work fits when the disagreement underneath them is still open: nobody has agreed which failures are unacceptable, which cases count, or whose call the evidence is meant to inform.

A good fit when

  • Your teams score the same intended use differently, so nobody can say what acceptable AI behavior means for the release decision.
  • Current tests cover average behavior, but important users, failures, workflows, and operating conditions still sit outside the evaluation set.
  • Thresholds and exceptions are discussed at each release, yet no owner holds the regression cadence or final decision.
  • The intended use and stakes are known, but users, failure modes, and the current baseline have never been framed as one decision problem.
  • Your metrics and rubrics already exist, though slices, graders, human review, and sampling rules do not connect them to representative cases.
  • Tests run before release, but the regression policy, decision RACI, cadence, and pause thresholds change from one cycle to the next.
  • The team wants a complete evaluation stack, yet the immediate decision needs only a staged plan for the evidence that can change that call.

Better handled as other work when

  • You need the evaluation policy to carry legal, audit, regulatory, or certification approval. It organizes evidence, while your qualified authority keeps that call.
  • You need one universal quality definition for every AI use and user. The failure taxonomy and thresholds must change when the use, users, or stakes change.
  • You need the full evaluation stack built or operated after handoff. This strategy assigns the plan and owners, while implementation requires a separate scope.

If one of these is closer to your situation, start here instead: See the evaluation service

It's hard to test a system well if you've never had to keep one running. We operate production AI ourselves, so our evaluation, security testing, and LLMOps work starts from what actually breaks. The people on it are senior engineers, and Zeo has been doing client work since 2011.

  • Notion

    the durable record of who approves release and under what evidence

  • Airtable

    the metric-to-decision map, structured so each score's effect is checkable

  • Confident AI / DeepEval

    a working reference run that pressure-tests the draft thresholds and rubrics

Bring the AI use, the failures that would change your decision, and the owners who must act on the result.
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What does the strategy workshop need from our team?

The intended use and users, system design, business and harm outcomes, known failures, available data, operating constraints, current evaluation claims, and the owners who carry the product and risk decisions.

Do you choose one score for the whole system?

Usually no. One score can hide critical failures and unlike user groups. We select measures that match distinct failure modes and decisions, then define how those measures, human review, and exceptions work together.

How do you know the strategy is usable?

A usable strategy covers the critical risks, traces each measure to a decision, gives reviewers rules they can apply consistently, and fits the effort available for an evaluation cycle. Owners should be able to use it on a real release or operating decision without inventing missing rules in the room.

What does an evaluation strategy not prove?

That a system is accurate, safe, compliant, or ready for release. The strategy defines how the organization will produce, review, and own evidence for those narrower questions.