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Strategic landscape and competitive analysis.

The competitive map for agentic trading is moving fast enough that a snapshot taken at quarter-end is already wrong by the next earnings call. This brief is the engagement that builds the map your strategy team can defend in front of a board.

Audience
Incumbents
Engagement formats
F-01 · F-02
Typical duration
6–12 weeks
Outputs
Strategic landscape paper (executive / board grade) · Three-to-five-year scenario map · Competitor and framework matrix · Optional: in-person board presentation
Last reviewed
2026-04-02

The question

Agentic trading is changing what counts as a moat. The 3–5 year question is not whether the firm should deploy agents — it is which parts of the business retain pricing power and which are commoditized.

The strategic surface is wider than tooling. It includes data licensing, execution venues, the agent-buyer market, retail-facing distribution, and the regulatory perimeter — none of which moves at the same speed.

This brief is written for a strategy group or CIO office that needs a defensible map, not a McKinsey-style consensus deck.

What this produces

  1. 01A written landscape paper, board-grade in tone and length.
  2. 02A three-to-five-year scenario map with explicit assumptions.
  3. 03A competitor and framework matrix with positioning rationale.
  4. 04A list of strategic options ranked by reversibility.
  5. 05Optional: a presented-and-defended version in front of strategy or board.

How it works

Three methodology steps from the standing approach, scoped to this brief.

  1. 01

    Frame

    Read the regulator filings, the codebase, or the internal memo. Write the question that is actually being asked.

  2. 02

    Build the artifact

    The artifact named in Outputs, above. Working notes during the build are visible.

  3. 03

    Hand it off

    A meeting, not a link. Six weeks of follow-up Q&A is included.

What it’s not

This is not a recommendation to invest in or divest of any specific asset, security, or counterparty.

This is not a vendor selection — competitor matrices identify positions, not preferred suppliers.

This is not a substitute for the firm's own equity research function.

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