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This is a systematic strategy. Entries, exits, stops, and sizing are rule-based and automated. In production, the system runs bar-by-bar without human approval.
So what's the role of discretion?
Strategy design. Choosing which mechanism to test, which features to engineer, which parameter spaces to sweep — human judgment. The data tells you whether an idea works; it doesn't tell you which ideas to try.
Filter design. The decision to filter FOMC, contract rollover, low-liquidity windows — pre-trade discretionary calls, validated by data but originally proposed by judgment.
Anomaly response. When the system's behavior diverges from expectation, a human decides whether to investigate, pause, or override. The system can't pause itself for "this looks weird" reasons it can't formalize.
Strategy retirement. When walk-forward expectation degrades over a sustained period and the cause isn't a pipeline issue, a human decides whether to retrain, retire, or reframe.
What discretion is not: skipping a system signal because it "feels wrong." Adding a trade because the chart "looks good." Tightening a stop because we're nervous. Widening one because we're hopeful. Every in-the-moment override of a systematic rule is, in expectation, a small subtraction from edge — because the rules were built to capture that edge.
The discipline is asymmetric: discretion in the lab, systems in the seat. The hardest part of running a strategy isn't designing it. It's not interfering with it.