About | Thibaud B. Peverelli

His career began in engineering and large-scale technology systems before expanding into company leadership, investment, commercial strategy and capital allocation.

He previously founded and scaled a technology consulting company, working with large corporate organizations and Fortune 500 environments. Since then, his work has increasingly focused on building companies, evaluating technology businesses and turning emerging technical capabilities into viable operating models.

Today, his work sits at the intersection of company building, technology and capital.

A strong technical foundation remains central to that work. Alongside executive responsibilities, he continues to work directly with technology and conducts independent research in artificial intelligence.

This combination shapes a particular approach to leadership: strategic decisions should be grounded in a clear understanding of the technology, the economics of the business and the operational reality required to execute.

Understand the technology, the economics and the operational reality.

02 / Operating experience

Selected operating experience

01 / Current

Kiybo

Co-Founder2026-Present

Kiybo is building AI-native software for dental practices.

Thibaud works across company strategy, product, technology, artificial intelligence, fundraising and go-to-market execution.

His role combines business and technology leadership, including product direction, AI capabilities, architecture, commercialization and capital planning.

The broader objective is to understand how increasingly capable AI systems can change the operating model of dental practices and how those capabilities can be transformed into reliable, economically valuable products.

02 / Current

Axali Consulting

Founder & CEO2024-Present

Axali Consulting works with founders, investors and executive teams on technology strategy, product, artificial intelligence and engineering.

As Founder and CEO, Thibaud is responsible for the direction of the firm, commercial strategy, client relationships and delivery.

The work ranges from company and product strategy to fractional technology leadership, systems architecture, AI initiatives and technical due diligence for investors.

Axali operates around a simple question: how can technology create measurable business value?

This often means determining what should be built, where technical risk exists, how product decisions affect company economics and where technology can create durable competitive advantage.

03 / Previous

HUB Healthcare

Managing Director2021-2026

As Managing Director of HUB Healthcare, Thibaud operated across company strategy, product, technology, client delivery and commercial execution in the U.S. healthcare market.

His responsibilities included setting strategic priorities, leading teams, managing enterprise relationships, overseeing product and technology decisions and balancing growth opportunities against operational, regulatory and financial constraints.

The role required working across healthcare organizations, customers, product teams and technology partners while maintaining responsibility for the broader execution of the business.

The experience reinforced a principle that continues to shape his approach to company building: technology creates opportunity, but people, distribution, economics and execution determine whether that opportunity becomes a durable business.

03 / Operating principle

Technology creates opportunity, but people, distribution, economics and execution determine whether that opportunity becomes a durable business.

04 / Earlier career

From engineer to company builder.

Thibaud began his career close to the technology itself.

His early work included software, data infrastructure and large-scale technology systems across sectors including telecommunications, finance and banking.

He later founded a technology consulting business that grew to approximately 300 employees and worked with major corporate organizations.

Building and scaling that company expanded his responsibilities far beyond engineering.

The work required decisions around recruiting, organizational design, sales, client relationships, delivery, margins, cash flow and the allocation of limited resources.

That transition from engineer to company builder continues to influence how he approaches technology businesses today.

Over time, his work also expanded into investment analysis, fundraising, financing and transactions.

This added another dimension to how companies are evaluated.

The question is not only whether a product works or whether a market exists.

The questions also include how the business is financed, where capital should be deployed, what operating leverage exists, how risk is distributed and what must ultimately be true for the company to create durable value.

05 / Leadership

Clarity, accountability and decisions under uncertainty.

Thibaud's approach to leadership is centered on clarity, accountability and decision-making under uncertainty.

Senior executives rarely have complete information.

The role is to understand the available facts, identify the assumptions that matter, challenge the underlying case and make a decision.

Strong leadership also requires balancing different dimensions of the business at the same time:

01
What does the customer need?
02
What can the technology actually deliver?
03
What organization is required to execute?
04
What are the economics?
05
Where is the risk?
06
What could invalidate the strategy?
07
Where should capital and attention be allocated?

The objective is not to defend the original thesis.
It is to determine whether the thesis survives scrutiny.

Ambitious decisions remain necessary, but they should be made with a clear understanding of what must be true for them to succeed.

06 / Technology and research

Technical depth informs strategic judgment.

Although his work today is primarily centered on building and leading companies, Thibaud remains deeply involved in technology.

He conducts independent research in artificial intelligence, with a particular interest in language-model inference, efficient architectures and methods for improving model capability without simply increasing scale.

His research is published with an emphasis on measurable results, reproducibility and explicit limitations.

The objective is both technical and strategic.

As AI becomes an increasingly important variable in company building, understanding the systems directly makes it possible to distinguish structural changes from temporary excitement and identify opportunities that may be difficult to see from a purely managerial perspective.

07 / Current focus

Where the work is concentrated now.

Company Building

Building and operating technology businesses, particularly where artificial intelligence can materially change an existing workflow, cost structure or business model.

Technology and Strategy

Helping companies and investors understand where technology can create durable competitive advantage and where it cannot.

Capital and Operating Models

Exploring how new technical capabilities affect company economics, organizational structures, acquisition strategies and capital allocation.

Artificial Intelligence Research

Conducting independent experimental work on language models, inference systems and efficient AI architectures.

08 / Common thread

Technology, business and capital.

The common thread is the intersection between technology, business and capital, and how each influences the way modern companies can be built, financed and operated.