Misleading Job Description - Implementation Consultant Fast Enterprises Employee Review

2.0
5 Feb 2025
Recommend
CEO approval
Business outlook

Pros

Good pay, especially out of school. Benefits are decent, but pretty average, and same with retirement matching. If you don't care about working a boring job in exchange for decent pay (and if you can find enough time outside of work to do the things you actually love), then this would be a good fit for you.

Cons

- The job description before you are hired is extremely misleading. I don't like seeing FAST actively posting positions for "software engineers" on LinkedIn. Implementation consultants are NOT engineers. It would be wise of FAST to note, that in Canada specifically, "engineer" is a protected title and unlike the US, you can't just call someone an engineer because you feel like it. - You are sold this idea of being a developer working for this exciting consulting company, but you don't develop your skills in either area. - The code is proprietary and you're forced to adhere to FAST's way of doing things - you can't even experiment with different ways of coding your solutions. - You don't get to develop your consulting skills all that well either. At most consulting firms you're juggling multiple clients at once, or at least multiple projects within a year. At FAST you will be working with the same people on a site for as long as you're there, and if you aren't a team lead, don't expect to be given much responsibility when it comes to communicating with the client. - As many other people have mentioned, FAST had a very generous WFH policy at the start of the pandemic which they have been slowly clawing back. Even if your client is only in the office 2 days a week, you're still expected to show up 4 days a week (won't be long until it's 5). - This is heavily dependent on site, but generally work-life balance is not good. They would rather understaff locations to save money, forcing people who have been around for a while to work overtime to meet deadlines. - They don't want people to be too comfortable. They would rather force someone to move sites every 2-3 years, even if they have valuable knowledge for a site that they are at, in favour of bringing in new people. - In 2023, almost 50% of the company's workforce at that had been hired in the last year (as shared at AGM). The total number of employees had only risen by 300-400 people. At 2000 employees, let that retention rate sink in for you. - General weird company culture vibes. They really want you to "buy-in" to FAST and AGMs have a bit of a weird vibe because of this. It's okay for work to just be work, and to find your value in life outside of your job.

Explore other reviews about Fast Enterprises

5.0
10 June 2026
Recommend
CEO approval
Business outlook

Pros

Great people and the opportunity to relocate is a lot of fun.

Cons

Your experience is highly dependent on the site you are sent to.

2.0
29 May 2026
Recommend
CEO approval
Business outlook

Pros

I had the opportunity to work with several exceptional leaders who genuinely cared about employee growth and development. A few managers led by example, were approachable, and provided meaningful coaching and mentorship. The work itself was often engaging, and I enjoyed many of the projects and teams I worked with throughout my time with FAST.

Cons

Employee experiences can vary dramatically depending on the manager and project assignment. Performance feedback was not always transparent. In some cases, verbal feedback did not align with written evaluations, making it difficult to understand expectations and areas for improvement. Concerns raised through management or HR were not always handled in a way that made employees feel heard or supported. The company expects a high degree of flexibility regarding travel and relocation, which can create significant challenges for employees with personal, family, or medical considerations. Work-life balance may be impacted during critical project deadlines, particularly around major milestones and implementation periods. Some projects relied heavily on pressure-driven management practices rather than coaching and employee development. Trust and communication can become challenges when leadership messaging is inconsistent across different levels of management. Employee well-being sometimes appeared secondary to project demands and delivery schedules. Employees may experience inconsistent treatment depending on management relationships and project assignments. At times, decisions appeared to favor certain individuals, which could create concerns about fairness, trust, and equal opportunities for employees.

3
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