HBO’s streaming path has been nothing short of turbulent—from in-house tech gambits and outsourcing shakeups to rebrands that left fans scratching their heads. This wasn’t some gentle evolution; it was a rollercoaster of executive pivots, platform upheavals, and name changes that culminated in 2023’s rebrand as MAX. Let’s start at the beginning to unpack HBO’s path in streaming—and how it ultimately found itself in the MAX era.
Act I: Launching HBO Go and the Rise of “TV Everywhere”
The story begins in 2010 when streaming was just gaining steam, and HBO was ready to offer its own on-demand app—HBO Go. It was the first time cable customers could stream HBO’s library on their own schedule, and it was all developed in-house by HBO’s tech team. But here’s the kicker: HBO couldn’t simply call the app “HBO.” Thanks to exclusive distribution deals with traditional cable providers, HBO had to name the app something other than its own brand. So, in a bid to keep it recognizable but distinct, they went with “HBO Go.”
HBO Go quickly became popular, a convenient streaming option for cable subscribers, yet limited by the fact that users still needed a cable subscription to access it. The app represented HBO’s first step into the streaming world, but the brand soon realized it needed to go much further to stay competitive.
Act II: Building the Dream Team—Only to Fire It
By 2011, HBO had set its sights even higher. As Netflix and other streaming services began making waves, HBO wanted to build a standalone streaming platform for cord-cutters. With big ambitions, HBO assembled a tech team led by CTO Otto Berkes to develop an in-house platform that could go beyond HBO Go. They invested heavily, aiming to create a proprietary stack that would deliver premium streaming directly to consumers.
Yet as HBO’s tech team approached launch, leadership got cold feet about the viability and scalability of their homegrown solution. With little warning, HBO cut the in-house team loose and handed the reins over to MLB Advanced Media, better known as BamTech, the company already making a name for itself in sports streaming. When HBO Now launched in 2015, it wasn’t with HBO’s own tech but with BamTech’s infrastructure—a choice that seemed like the safe bet at the time but would soon become a costly decision.
Act III: The Disney Dilemma
A few years later, HBO’s choice to rely on BamTech suddenly looked risky. In 2017, Disney acquired a majority stake in BamTech, turning HBO’s streaming provider into a direct competitor. BamTech, previously neutral, was now powering ESPN+, Hulu, and the forthcoming Disney+. This wasn’t going to fly for HBO, which suddenly found itself relying on tech controlled by one of its biggest rivals.
HBO responded by cutting ties with BamTech and shifting its streaming tech back in-house. This decision restored control over its platform, giving HBO a clean slate and setting the stage for HBO’s subsequent major platform development.
Act IV: The Rise and Fall of the “Three App” Strategy
With renewed independence, HBO launched its next chapter of streaming: HBO Go, HBO Now, and later HBO Max. First was HBO Go for cable subscribers, then HBO Now for direct-to-consumer streaming. In 2020, WarnerMedia introduced HBO Max—a platform combining the entire HBO catalog with WarnerMedia’s library, from Warner Bros. films to originals. However, users were confused with three apps on the market: What was the difference between Go, Now, and Max?
The three-app strategy may have bewildered customers, but WarnerMedia’s then-CEO Jason Kilar had a clear and uncompromising vision for HBO Max: make it a streaming-first powerhouse. In 2021, he rattled Hollywood by releasing Warner Bros.’ entire movie slate on HBO Max the same day as theaters. For Kilar, the goal was to build HBO Max into an indispensable streaming destination, driving subscriptions even if it meant bypassing traditional release windows and upsetting theaters and talent alike. This bold approach sparked controversy but boosted HBO Max’s subscriber base, firmly establishing it as a central pillar of WarnerMedia’s strategy.
Act V: AT&T Steps Out, Discovery Steps In
As HBO Max gained traction, WarnerMedia’s owner, AT&T, struggled under the strain of the media business. In 2022, AT&T was ready to bow out, and Discovery entered the scene with CEO David Zaslav (or Lord Zas), who saw an opportunity to realign the company’s streaming focus.
Discovery’s acquisition marked the end of the “HBO Max” branding. Zaslav oversaw a rebrand, stripping HBO from the platform name in favor of MAX, which aimed to broaden the app’s appeal beyond HBO’s premium content. MAX would become a platform to house all things Warner Bros. Discovery, from HGTV reality shows to HBO originals. While many decried the loss of HBO’s premium identity, the broader MAX brand allowed the platform to go after a larger audience—a key part of Zaslav’s profit-driven strategy for Warner Bros. Discovery.
Act VI: The MAX Era and the Return to Channels
Under Zaslav’s leadership, MAX expanded its content offerings and strategically returned to third-party distribution channels like The Roku Channel. Unlike AT&T’s original direct-to-consumer vision, this shift signaled a new, pragmatic focus for MAX. Faced with a mounting debt load and the need to boost free cash flow, Warner Bros. Discovery embraced channels as a cost-effective way to grow subscribers without the high price tag of direct marketing.
Wrapping Up
What began with HBO Go has grown into one of the industry’s most compelling stories. From in-house tech stumbles and the app confusion of the “three apps” strategy to the industry-shaking decision to rebrand as MAX, HBO’s journey through the streaming wars has been marked by the twists and pivots of a company continually adapting to survive. Whether MAX is the final chapter in this story remains to be seen, but HBO’s winding road through streaming has cemented its role as both an innovator and a survivor in an ever-changing landscape.
