Mike Conover: evaluation

Transcript context

…We did our RLHF 201 episode, just talking about different methods and whatnot. How do you think about something like this, where it's maybe unclear in the short term, even if the product is right? It might give an insight that might be right, but it might not prove until later. So it's kind of hard for the users to say, that's wrong, because actually it might be like, you think it's wrong. Like an investment, that's kind of what it comes down to. Some people are wrong. Some people are right. How do you think about some of the product features that you need and something like this to bring user feedback into the mix and maybe how you approach it today and how you think about it long term? Yeah, well, I mean, I think that your point about the model may make a statement which is not actually verifiable. It's like, this may be the case. I think that is where the reason we think of this as a partner in thought, is that humans are always going to have access to information that has not been digitized. And so in finance, you see that, especially with regards to expert call networks, the unstated investment theses that a portfolio manager may have, like, we just don't do biotech. Or we think that Eli Lilly is actually very exposed because of how unpleasant it is to take examples. Right. Those are things that are beliefs about the world, but that may not be like falsifiable right now. And so I think you can, again, take pages from the consumer web playbook and think about personalization. So it is getting a person to articulate everything that they believe is not a realistic task. Netflix doesn't ask you to describe what kinds of movies you like and they give you the option to vote, but nobody does this. And so what I think you do is you observe people's revealed preferences. So one of the capabilities that our system exposes is, given everything that Brightwave has read and assessed, and like the sort of synthesized financial analysis, what are the natural next questions that a person investigating this subject should ask? And you can think of this chain of thought and this deepening kind of investigative process and the direction in which the user steers the attention of this system reveals information about what do they care about, what do they believe, what kinds of things are important. And so at the individual level, but then also at the fund and firm level, you can develop like an implicit representation of your beliefs about the world in a way that you just you're never going to get somebody to write everything down. How does that tie into one of our other favorite topics, e-mails? We had David Luan from Adapt and he mentioned they don't care about benchmarks because their customers don't work on benchmarks, they work on business results. How do you think about that for you? And maybe as you build a new company, when is the time to like still focus on the benchmark versus when it's time to like move on to your own evaluation using maybe labelers or whatnot?…

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