What changed in your market, in five minutes.

Delegated attention is not attention.

Competitive awareness is usually somebody's twentieth priority, which means it happens before a board meeting and then not again. The gap is not analysis — most teams can interpret a competitor's move perfectly well. The gap is noticing it.

Where strategy is stated in public.

Companies broadcast their intentions more than they realize, and the loudest channels are the least glamorous ones:

• Earnings calls. A public competitor's executives describe their strategy out loud every quarter, under obligation to be accurate. It is the highest-quality competitive information available and almost nobody at this size reads it.
• Hiring volume and shape. Headcount plans are strategy with a budget attached. Where a company is adding people, and in which functions, is visible months before the results are.
• Funding and press. A raise changes what a competitor can afford to do next, and usually what it intends to do next.
• Pricing and packaging. Moving upmarket looks like a tightened entry tier and a new enterprise plan, and it looks like that before anyone says the words.

One read, with a conclusion.

Each brief ends with a paragraph on what the week means — not a list of events but an argument about them. That paragraph is the product. Everything above it is the evidence.

It is written to be read once, on a phone, without opening anything. If a week was quiet, it says so in a line rather than manufacturing something to justify itself.

What this is not.

It is not market research and it is not a data room. There is no market sizing, no analyst commentary and no private-company financials. Earnings-call analysis only applies to competitors that are publicly traded; everything else works on any company with a public website.