Technology
Start with the business.Not the tool
AI expands what can be built. It does not determine what should be built, where it belongs, or how responsibility should be divided between people and machines.
Peraxis is human in the loop by design.
About Peraxis
The core holds.Everything else transforms.
Peraxis helps companies identify their core, preserve it, and evolve everything else accordingly.
Perthrough, by means of.
Axisthe backbone, the center everything else organizes around.
Peraxis works from the axis outward.
Core vs. Habit
Your core is not everythingyou’ve always done
The axis is what gives the business continuity as it changes. It lives in the convictions, principles, decision logic, and distinctive way the business creates value.
Products, capabilities, technologies, structures, and strategies can change around it. Even the core can deepen and evolve—but more slowly, through learning rather than reaction.
The core holds the business coherent while everything else transforms.
Read the full point of view
Technology
“Better technology produces better performance.” It doesn’t.
That premise is everywhere right now. Peraxis was built on having watched it fail from inside the business.
A brand buys the commerce stack, adds the analytics layer, runs the AI pilot — and still cannot say which channel earned the last dollar, still prices the same accounts the same way, and still finds out thirty days after the fact. The tools worked. The business didn't change.
Technology pays only when it follows a real business problem, serves a decision someone is accountable for, and lands inside the way the work already gets done.
AI expands what can be built. It does not determine what should be built, where it belongs, or how responsibility should be divided between people and machines.
Peraxis is human in the loop by design: accountable human judgment remains where context, relationships, exceptions, and consequential decisions require it; agents and automation are used where they create leverage.
AI is a lever, not a product. No trends. No hype. Peraxis starts with the business, not the tool.
Core
The core is not a frozen business model, a collection of inherited processes, or simply the way things have always been done. Those are expressions of the business at a moment in time.
The deeper axis is the logic that gives the business continuity: the convictions it acts from, the principles that guide tradeoffs, the decision patterns it relies on, and the distinctive way it creates value.
Products, capabilities, technologies, structures, and strategies can change around that axis. The core can evolve too, but deliberately—through learning rather than reaction.
The work is to distinguish what must hold from what is free to transform, so change strengthens coherence instead of fragmenting it.
The person behind the judgment
David Toruño
Founder, Peraxis
Eighteen years in professional beauty. Most of it on the commercial side, and the last of it running the company with full P&L responsibility.
That is the other end of the channel. Those years were spent watching what happens to a brand after the product leaves its hands: which lines a partner pushes and which ones quietly stop moving, and what an account really costs to serve once terms and support are counted.
Most founders cannot see that from where they sit. It is why Peraxis begins with what each channel truly earns and ends at a decision.
Peraxis did not come out of consulting. It came out of signing decisions and then living inside their consequences.
“When a recommendation is wrong, nobody absorbs it at the consulting firm. The owner absorbs it. I built Peraxis from the side of the table where you absorb it.”
Eighteen years on the other side of every brand's channel decision — the side that sees what each channel actually sells, at what terms, at what cost, and what happens after the rights are signed.
Operating backgroundDistribution operating experience, principal relationships, and international business development.
A — Operating base
Eighteen years operating in professional beauty distribution in Costa Rica with BOE / Jael & Nicola, S.A., including the final four running the company with full P&L ownership.
The experience was built from the sales floor up, operating and building the commercial engine before taking responsibility for the business as a whole.
B — Historical commercial / principal exposure
Historical portfolio relationships included Farmavita, Previa, Gerard’s, Addmino-18, Bondox, X-Edge and HSA.
Work with principals included forecasting, annual planning, launches, negotiation, commercial commitments, market development and business reviews.
C — International business development
International business development included Cosmoprof Bologna 2023 and Cosmoprof North America Miami 2025. The Bologna work resulted in two new additions to BOE’s portfolio.
The value of that exposure is not access. It is pattern recognition.
Repeated exposure to brands, principals, customers, economics, commercial commitments and operating consequences changes what an experienced operator knows to question when a business result does not make sense.
Brand and principal references describe historical operating relationships at BOE and do not imply current affiliation with Peraxis.The Practice
Peraxis is founder-led.Senior judgment stays close to the work
Specialized capability is added when the problem requires it.
Working with Peraxis
A — Confidentiality & independence
Peraxis is built on operating experience, not on transferring one company’s confidential knowledge into another.
Potential conflicts are surfaced before work begins, and an engagement is limited or declined where independence could be compromised.
B — How the practice works
Peraxis keeps a deliberately limited number of engagements so senior judgment stays close to the work.
Specialist capability is added only where the problem requires it. Responsibility for the quality of the work remains clear.
Experience transfers. Confidential information does not.
Peraxis begins by determining whether the visible problem is the real problem and what the evidence supports.
Channel Profit DiagnosisOne Next Step