Pros
You can count on getting biweekly paychecks.
Cons
Words do not exist to adequately describe just how dysfunctional the FAST organization has become.
The problem isn’t the people—it’s the structure.
Every level of FAST is treated as second-class by Operations, but the hourly FTMs bear the brunt of it. They’re expected to execute impossible workloads while navigating resistance, conflicting priorities, and a complete lack of operational ownership.
FAST leadership regularly talks about holding stores and Operations accountable. Yet the moment accountability creates friction or invites criticism, they retreat instead of standing behind their teams. The result is predictable: the people doing the work lose confidence that anyone above them will support them when it matters most.
A department cannot succeed when it has responsibility without authority, accountability without support, and expectations without organizational commitment.
That’s the reality of FAST today. It’s not just disappointing—it’s unsustainable.