That's not how
we do it
Instead of inventing a tone, I extracted it from raw interviews with Wink's top management, and positioning now filters who joins the company, not just how the brand sounds.
We don't wait for ready-made answers. We dig them out.
Wink is one of Russia's largest streaming services, in a brutally competitive content market.
The brief was to define Wink's employer position.
Underneath sat a real problem: turnover.
People joined for the prestige of a big-name brand.
They found out the prestige has a price: a culture that expects results from day one and demands you invent, not coast on what already works.
The gap between what they expected and what they met drove churn.
Instead of inventing a tone, I looked for the one already inside the company. Among the people who shape its decisions and its culture.
I worked with raw, unedited interviews from across Wink's entire top management. Assembled, the quotes revealed one pattern: direct, sharp, uncompromising.
That's not how we do it.
It rolled out across
internal communication
and onboarding. And it did
more than set a tone.
By making the real
standard explicit up front,
the employer signal
started to self-select.
People now arrive knowing
the work is demanding
and done differently.
That closes the expectation
gap that drove the churn.
The standard is now stated before anyone joins. The brand self-selects, and the churn it was built to fix closes at the door.