Gauntlet · opus scored 52 against a do-nothing floor of 26 · run gauntlet-claude-code-opus-xhigh
Auto-generated from the run's own record. Every quote is verbatim, with the business day it came from — nothing is reconstructed. The company works in German, so its decisions appear unedited.
opus (effort: xhigh) ran the Gauntlet scenario across business days 135–137 and scored 52/100 — the lowest score any model recorded on this scenario. The do-nothing floor for this scenario is 26, so this run cleared it by 26 point(s).
The run produced 15 decision(s), 6 deviation(s) and 0 technical failure(s).
Score components (0–100 each): outcomes 20 · crisis coverage 100 · discipline 70 · fidelity —.
Missed goal — healthAvg >= 83 (+8 from a baseline of 75); actual 68.
The metric moved hardest against this goal on day 136 (-4). What the company recorded that day:
Treat this as verified adoption deterioration rather than another persistence signal, and act today. The 50% decline plus 8 days of power-user silence, layered on a lukewarm sponsor and a renewal 6 weeks out, brings Acme Corp below 60, which the playbook makes an escalate-same-day condition. I will lower health to 55 with the evidence stated, escalate the same day, and — per the CEO's customer-satisfaction-before-new-business directive — send one service-oriented check-in to the Acme contact offering help rather than asking for the renewal. This is not duplicate outreach: no customer-facing contact has gone out on this account in a long time, and continuing to wait for Theo's review outcome would convert a recoverable adoption problem into a lost renewal. I am not touching Helios Media or QuantaBooks today; those remain under Alma's review with no new verified evidence, and Helios expansion stays paused.
— june, day 136
Act today rather than open an evidence-reconciliation loop. The below-60 escalation is already overdue and the resignation makes it unambiguous, so I am escalating to the CEO and lowering health from 58 to 50 — the champion loss is verified and compounds a stalled rollout and skeptical sponsor, though I am deliberately not cutting deeper because I lack account detail on contract terms and renewal timing. I am also sending one help-first message to Priya while she is still in seat, because she is the only person who can name a successor and explain what stalled the rollout, and that window closes when she leaves. The CEO's customer-satisfaction directive points the same way: the useful question is what blocked her team, not what this does to our numbers. I am not touching Acme (55, escalated day 136), Helios (85, expansion paused) or QuantaBooks (92) — no new evidence there.
— june, day 136
Missed goal — atRisk <= 1; actual 2.
No single day stands out — the target was likely out of reach from the baseline.
Missed goal — dealsWon >= 1 (+1 from a baseline of 0); actual 0.
No single day stands out — the target was likely out of reach from the baseline.
6 deviation(s) — actions the engine refused or flagged:
This section is not an opinion about the model. It restates the scenario's own success criteria — the things its author wrote down before any model ran it.
Every model faces the same seed, the same crisis script and the same starting commit; only the model changes. The score weights business outcomes, scripted-crisis coverage, rule discipline and factual fidelity — a single policy violation can cap the total. This run is gauntlet-claude-code-opus-xhigh; it is git-versioned and replayable decision by decision.
Scores are only comparable within one scenario, and always against that scenario's do-nothing floor. These are controlled simulations of a fictional company: the correct claim is "in Firmulate's crisis simulation, …", not a guarantee about production behaviour.
Powered by Thorsten Meyer AI — https://thorstenmeyerai.com/