{"id":76977,"date":"2026-07-06T10:11:00","date_gmt":"2026-07-06T13:11:00","guid":{"rendered":"https:\/\/evertectrends.com\/?p=76977"},"modified":"2026-07-03T17:14:46","modified_gmt":"2026-07-03T20:14:46","slug":"financial-market-architecture-competitive-advantage","status":"publish","type":"post","link":"https:\/\/evertectrends.com\/en\/financial-market-architecture-competitive-advantage\/","title":{"rendered":"Architecture is the new product: how the financial market is being reconfigured"},"content":{"rendered":"\n

There is a change underway in the financial sector that no longer fits within the traditional narrative of “technology adoption”. If there is a possible strategic reading of the current moment in the financial sector, it has less to do with the occasional adoption of new technologies and more to do with the structural reconfiguration of the foundations<\/strong> of the business. What we are seeing is not the incorporation of new tools, but the reconfiguration of the foundations on which the market operates.<\/p>\n\n\n\n

This was the central message of Torq Talks BH 2026<\/a><\/strong>, held as part of the official program of BH Tech Week<\/strong>, in Belo Horizonte, within the context of the ecosystem\u2019s mobilization around Minas Summit, this June.<\/p>\n\n\n\n

The event, held at Evertec\u2019s headquarters in Belo Horizonte, brought together executives and specialists to discuss how AI, Open Finance, embedded finance, tokenization, and technological modernization are redesigning the industry through an ecosystem logic.<\/p>\n\n\n\n

By bringing together executives with complementary views as panelists, the event left a clear message: the challenge is no longer understanding trends, but repositioning the offering of products and services within a new market architecture.<\/p>\n\n\n\n

Access and watch the full Torq Talks BH 2026!<\/a><\/em><\/strong><\/p>\n\n\n\n

Structural change: from products to architecture<\/h2>\n\n\n\n

Open Finance, Pix, and embedded finance<\/strong> are no longer isolated initiatives and have become shared infrastructure. Data circulates, payments become a layer, and financial services are integrated invisibly into the customer journey.<\/p>\n\n\n\n

The numbers presented at the event make this change more tangible. Open Finance<\/strong> in Brazil already operates at the scale of tens of billions of monthly API calls, while embedded finance<\/a> consolidates a relevant and expanding market.<\/p>\n\n\n\n

This scenario changes the center of competition. The differentiator is no longer the breadth of the portfolio, but the ability to orchestrate. In an interoperable environment, those who can combine data, partners, infrastructure, and intelligence more efficiently win. It is no longer about which products to develop, but about which strategic architecture the organization is part of.<\/p>\n\n\n\n

The weight of the past as a limit on growth<\/h2>\n\n\n\n

If the new architecture is clear, so is the main obstacle. Legacy systems are no longer a technical issue. They have become a direct restriction on speed, integration, and innovation capacity.<\/p>\n\n\n\n

The scale of this problem is known. The sector still operates on hundreds of billions of lines of legacy code, much of it written in languages that are falling out of use, with strong dependence on knowledge accumulated over decades.<\/p>\n\n\n\n

But the relevant point here is not in the diagnosis, but in the recent change in approach. With the advancement of AI, a more viable alternative is beginning to emerge to the old choice between full replacement or indefinite coexistence with legacy systems. Today, it is already possible to map systems, identify dependencies, translate code, and conduct progressive modernizations while keeping operations active.<\/p>\n\n\n\n

This change alters the role of modernization within the executive agenda of technology companies for the financial market. It stops being an episodic project and becomes a continuous capacity for architectural evolution.<\/p>\n\n\n\n

But there is one point that the panel itself helped reinforce. Legacy is not just code. It is also process, culture, and accumulated decision-making. And this layer remains, to a large extent, a leadership problem.<\/p>\n\n\n\n

The tension the market has not yet resolved<\/strong><\/h2>\n\n\n\n

If technology advances consistently, the same cannot be said of organizations\u2019 ability to absorb it. There is a real tension between the speed of change and response capacity.<\/p>\n\n\n\n

On one side, a growing offering of technologies, models, and solutions. On the other, organizations that still operate with structures, processes, and governance designed for another context. This asymmetry translates into a familiar symptom: many AI initiatives, few relevant impacts.<\/p>\n\n\n\n

Recent studies point out that most projects do not generate the expected return. Not because of technological limitations, but because of the absence of a compatible organizational foundation.<\/p>\n\n\n\n

This point connects directly with a reading that has been consolidating in the market: innovation has left the conceptual field and entered the logic of delivery. It is not enough to test. It is necessary to scale with results.<\/p>\n\n\n\n

The leap is now different: from automation to autonomy<\/h2>\n\n\n\n

If, in recent years, digital transformation was marked by automation, now the movement is shifting to another level. The discussion brought by Lucas Carvalho, Head of Products at Evertec<\/strong>, was simple and powerful.<\/p>\n\n\n\n

Automation executes what was programmed. Autonomy perceives, decides, and learns. In practice, this is already happening. Credit decisions that once took hours are now made in minutes. Fraud systems identify patterns in real time. Compliance processes no longer depend on manual control.<\/p>\n\n\n\n

The impact on the business is direct. It is not just about efficiency. It is a change in how decisions are made. Artificial intelligence is no longer an isolated front. It becomes a structural capability of the organization.<\/p>\n\n\n\n

AI as a structural layer<\/h2>\n\n\n\n

Another common misconception is treating artificial intelligence as a set of initiatives scattered across the organization. In this sense, what emerged from the event, especially in the remarks by Lucas Carvalho, Head of Products at Evertec Brazil, was a different reading.<\/p>\n\n\n\n

AI should no longer be understood as a project. It is consolidating as a transversal layer that redefines operations, decision-making, and product development. Evidence of this can already be seen in the use cases themselves.<\/p>\n\n\n\n

Efficiency gains are important, but they are not the main point. The most relevant change lies in the shift in decision-making. Credit, fraud, and compliance stop depending on slow processes and begin to operate in near real time, with greater capacity for adaptation.<\/p>\n\n\n\n

This type of transformation has a direct impact on risk, response time, and customer experience. And, above all, it changes the organizational design. Professionals stop operating only as executors and begin acting as architects and decision-makers over intelligent systems. For the C-Level, the implication is objective. AI ceases to be an innovation front and becomes an operating model issue.<\/p>\n\n\n\n

Inclusion and Access as Part of the Strategic Equation<\/h2>\n\n\n\n

A discussion that is not always explored, but is equally relevant, also gained space at Torq Talks: despite all the progress, access is still unequal.<\/p>\n\n\n\n

While the sector advances in areas such as tokenization and programmable assets, part of the population still has limited access to basic financial services or to more sophisticated investment instruments.<\/p>\n\n\n\n

Carlos Andr\u00e9 Ribeiro<\/strong>, Head of Product Development at Dimensa, highlighted that a large part of the population is still far from more sophisticated financial products, such as tokenized assets<\/a>.<\/p>\n\n\n\n

Carol Gilberti<\/strong>, CEO of Mubius WomenTech Ventures, connected this point with an even more structural reality. Women entrepreneurs, for example, continue to face relevant barriers to accessing credit and investment.<\/p>\n\n\n\n

This reinforces an essential reading: technology does not guarantee impact on its own. Impact happens when technology meets scale, access, and real use, connecting financial access to structural topics such as education, inclusion, and diversity.<\/p>\n\n\n\n

For leaders, this discussion is not peripheral. It directly touches the capacity for market expansion and value capture. Without scale of use, innovation remains limited to discourse.<\/p>\n\n\n\n

What changes for leadership<\/h2>\n\n\n\n

The main merit of Torq Talks BH 2026 was less about presenting trends and more about organizing implications. For the executive level, some conclusions stand out:<\/p>\n\n\n\n

    \n
  • The financial sector is migrating toward a logic of platforms and ecosystems;<\/li>\n\n\n\n
  • Competitive differentiation is now defined by architecture, not by product;<\/li>\n\n\n\n
  • Legacy is consolidating as a strategic issue, not a technical one, to leverage innovation and growth;<\/li>\n\n\n\n
  • AI is positioned as an organizational layer, not as an isolated initiative;<\/li>\n\n\n\n
  • Governance stops being control and becomes a condition for scaling with solid guarantees for the market and investors;<\/li>\n\n\n\n
  • Inclusion and access become real factors for market expansion.<\/li>\n<\/ul>\n\n\n\n

    At its core, what is at stake is a model transition: a) from closed structures to ecosystems; b) from rigid processes to adaptive systems; c) from centralized decisions to distributed intelligence.<\/p>\n\n\n\n

    The Question That Remains<\/h2>\n\n\n\n

    Events usually deliver answers. This one, perhaps, was more useful because it reinforced the right question. It is not about keeping up with every technology or reacting to every new trend.<\/p>\n\n\n\n

    The central question for those leading today is more direct: is your organization already operating within this new architecture logic or is it still responding to the previous one?<\/p>\n\n\n\n

    That answer, more than any specific technology, will be decisive in the next cycles of the financial sector, which is not only evolving: it is being reconfigured.<\/p>\n\n\n\n

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    The financial sector is undergoing a transition that goes beyond the adoption of new technologies. Based on the discussions from Torq Talks BH 2026, George Carvalho, innovation specialist at Torq, Evertec\u2019s innovation hub, analyzes how Open Finance, embedded finance, AI, and legacy modernization are redesigning the foundations of the market, and why the competitive differentiator is no longer the product portfolio, but the strategic architecture in which the organization is embedded.<\/p>\n","protected":false},"author":24,"featured_media":76976,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[2410],"tags":[1706,3600,1643,2412,3598,2980,2534,2806,3597,2920,2754,3599,2932,2981],"class_list":["post-76977","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-tech-and-trends","tag-artificial-intelligence","tag-artigo-de-colunista","tag-digital-transformation","tag-digital-transformation-en","tag-embedded-finance","tag-financial-ecosystem","tag-financial-innovation","tag-financial-institutions-en","tag-financial-market","tag-fintech","tag-inteligencia-artificial-en-2","tag-legacy-systems","tag-open-finance","tag-torq"],"yoast_head":"\nFinancial Market: Architecture as a Competitive Advantage<\/title>\n<meta name=\"description\" content=\"AI, Open Finance, and embedded finance are redefining the financial market. 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