The first version of Guayerd had a pleasing symmetry. Teach people to write software, then employ them in a software factory. The classroom would supply the business; the business would supply the opportunity. For people excluded from the usual routes into technology, the arrangement promised to close a particularly irritating loop: you need experience to get a job, and a job to get experience.
- Technology training with technical mentors, human-skills tutors and employment coaches.
- Companies and institutions help fund scholarships; businesses can also commission employee upskilling.
- The useful question is what happens between signing up, graduating and finding work.
Founded in Argentina in 2019, Guayerd eventually abandoned the factory arrangement. After roughly 18 months, its leaders concluded that they had acquired the complexity of two companies. They concentrated on education. It was a revealing correction: owning the next step in a learner’s career was less practical than preparing someone to take it elsewhere.
A classroom with three kinds of help
Today, Guayerd sits between a technology school, a workforce-development provider and a corporate training partner. Its distinguishing feature is the arrangement of people around the student. It calls this Triple Support. The name sounds like something you might find on a mattress label. The underlying idea is considerably more useful.
Technical mentors guide projects and give feedback on the work. Psychologists and social workers help develop communication, confidence and other human skills. Employment coaches work on professional profiles, CVs, interviews and job-search strategy. These are separate jobs because a learner can understand a technical concept and still struggle to explain it under pressure.
Projects and feedback
Confidence and communication
Profiles and interviews
The expertise here extends beyond programming instruction. It includes helping people navigate a professional environment they may never have entered. That is why the model belongs in a different conversation from buying access to a library of videos. Guayerd is organizing instruction, practice and support around the move toward work.
Free tuition has a time budget
The payer and the learner are often different people. Companies, governments and organizations finance programs, while eligible students receive scholarships. Guayerd also offers tailored upskilling for employers, with courses, projects and mentoring for existing teams. Its market includes the organization seeking stronger staff as well as the person seeking a first opening.
A 2024 data analytics program with IBM makes the economics tangible. The advertised course price without a scholarship was US$400; selected learners received full scholarships. The course required 16 weeks, with three live hours and 12 asynchronous hours each week. Optional career conversations and employment support extended the offer beyond the technical curriculum.
16 weeks · $400 advertised price without scholarship
That is a substantial commitment for someone balancing paid work or family responsibilities. Maintaining the scholarship required attendance, progress through online content and timely project delivery. Removing the bill addresses one barrier. Designing a schedule people can actually sustain addresses another.
The newer portfolio moves with employer demand. Guayerd offers AI and prompt-engineering training alongside data-focused programs. For an organization, the practical attraction is a partner that can combine technical content with the less tidy business of helping people apply it.
The number that deserves a second look
Guayerd’s 2023-2024 Salesforce study describes 283 participants and 463 hours of training across five modules, including professional practice. Its reported graduation rate was 54.4%. That figure deserves space beside the happier outcomes. Even with substantial support, finishing remained a hurdle.
Graduation rate among 283 participants.
Completion and employment measure different things.
For graduates who obtained IT work, the report gives an average job-search period of three months and a 108.4% average increase in real salary. Those figures describe a particular successful group. They cannot tell an incoming student the probability of getting hired, and they should not be read as outcomes for every enrollee.
The same report describes what continued to obstruct graduates: limited experience, demanding junior-role requirements, interview nerves, insufficient English and, in some cases, age discrimination. A course can help someone prepare. It cannot make employers stop using those filters.
“La educación es un vehículo de movilidad social”Andrés Watson, co-founder, speaking to Infobae
“Education is a vehicle for social mobility,” Watson has said. Guayerd’s structure takes that proposition seriously enough to attend to the journey after class. It also exposes how many things must line up before technical learning becomes a better income.
A regional network, a local brief
The company reports more than 25,500 scholarships awarded and operations across 17 Latin American countries. These are measures of reach. Its partnerships give that reach different shapes. A regional technology course and a locally targeted employment program can share teaching methods while serving different needs.
Consider Impulso TEC, supported by BASF’s Conectar para Transformar program in 2026. It targets adults in specified Argentine communities, including Malvinas Argentinas, Almirante Brown and General Lagos. Nine weeks of live online sessions combine digital skills, AI-assisted data work, design, development and preparation for employment. Eligibility is geographical; the classroom is virtual.
External recognition has followed. Guayerd took first place in TecPrize 2024, receiving US$30,000 at the January 2025 IFE Conference. The award recognized a model that puts technical, human and professional development together. It supplies encouragement and resources, rather than a substitute for measuring what happens to learners.
Put the next obstacle inside the course
There is something practical here for anyone designing training. Ask what a learner must do immediately afterward, then make room to rehearse it. Present the project. Explain the decision. Accept feedback. Sit through the interview. Guayerd’s combination of practice and coaching makes those transitions part of the educational task.
The arrangement depends on sponsors, capable mentors, learners with time to participate and employers willing to consider developing talent. Where those conditions are weak, a scholarship alone will struggle. Guayerd’s useful lesson is that the distance between learning and earning contains work of its own. Someone has to teach that part, too.