Josh D’Amaro took over as Disney CEO earlier this year. He made streaming a top priority. The company posted $582 million in streaming profits last quarter. Subscriptions reached 196 million. Viewership gains followed.
But the real test lies ahead. Disney plans to fold Hulu completely into Disney+ by the end of 2026. This move, known internally as Project Gemini, aims to create a single powerful app. No more separate experiences. One destination for family hits, adult dramas, and everything between.
Business Insider obtained internal org charts and meeting notes that reveal exactly who will drive this convergence. At the center sits Adam Smith. The former YouTube product leader joined Disney in September 2024. Now he serves as co-president of the direct-to-consumer business alongside Joe Earley. Smith also holds the title of chief product and technology officer for Disney Entertainment.
Smith reports to Dana Walden. She stepped into the role of chief creative officer. Alan Bergman shares oversight of the DTC unit with her. The structure came together in a March reorganization announced by the company. Disney’s investor site laid it out clearly. Earley handles content strategy. Smith focuses on product, tech, and even maintains a reporting line to ESPN Chairman Jimmy Pitaro.
This dual leadership raises questions. Co-presidencies can blur accountability. Yet Disney sees it as a way to blend operational muscle with technical expertise. Smith brings fresh eyes from outside the legacy media world. His YouTube background shaped his focus on user experience, personalization, and fast iteration.
In recent all-hands meetings Smith laid out priorities. He clarified that Disney isn’t chasing a broad “super app” that includes parks or cruises. The goal stays narrow. Improve the streaming product. Integrate Hulu’s content and features smoothly into Disney+. And push forward on advertising technology.
One project stands out. An AI-generated ad tool for Disney+ set to launch this month. Smith told staff it represents “one of the clearest areas where we’re really making traction.” The comment came during an internal update. It signals confidence after years of heavy content spending that sometimes overshadowed product work.
Smith oversees eight direct reports. The list includes Andre Rohe, executive vice president of product engineering. Rohe leads the charge on AI implementation. He has warned teams against “tokenmaxxing” – over-relying on AI without clear purpose. His own team runs deep. It features more than a dozen leaders in software engineering, data analytics, growth, media engineering, and operations across the U.S. and India.
Other key names under Smith tell the story of where Disney sees opportunity. Erin Teague runs product management. Tony Donohoe heads ad platforms. Christopher Lawson manages content platforms and operations. Meghan Borsic oversees design. The structure shows a company betting on engineering talent to close the gap with pure-play streamers.
Disney+ and Hulu together posted their strongest TV viewership share in nearly three years this March. They also recorded their best month versus Netflix in a year. Churn rates dropped below 4% in May, second only to Netflix itself. These metrics offer encouragement. Yet the real test comes with the full app merger.
Users with both subscriptions already see Hulu content inside Disney+. Profile imports and watch history transfers rolled out earlier this year. The standalone Hulu app will eventually disappear. All content migrates. The tech stack behind Hulu gets decommissioned once migration completes.
Challenges remain. Combining interfaces without frustrating users demands precision. Hulu built its reputation on next-day TV and mature programming. Disney+ focused on family fare and originals. Blending them requires smart recommendation engines and clear navigation. Smith’s product team carries that weight.
Recent moves show activity. The company shook up its streaming commerce and data teams earlier this year. Ajay Arora’s departure and related changes signaled a push for tighter integration. Commerce features matter more as ad-supported tiers grow.
Walden’s elevation to chief creative officer adds another layer. She now guides creative direction across a broader set of businesses. Her leadership team includes Debra O’Connell as chairman of Disney Entertainment Television. Sean Shoptaw brought games and digital entertainment into the fold. The reorganization touches studios, TV, streaming, and interactive experiences.
And the results? Streaming has moved from a cash drain to a profit contributor. But competition stays fierce. Netflix continues to lead. Amazon, Warner Bros. Discovery, and others invest heavily. Disney needs its tech organization to deliver personalization and retention tools that match or exceed what competitors offer.
Smith’s elevation stands out for another reason. He lacks deep Disney or Fox roots. That outsider status may help cut through internal complexity. Past reorganizations at the company sometimes slowed decisions. Co-leadership with Earley will require clear role definition to avoid that trap.
Rohe’s engineering group focuses on practical AI use. Not flashy experiments. Tools that improve ad targeting, content discovery, and operational efficiency. His advice against superficial AI adoption reflects a mature approach. Build what works. Measure the impact.
Disney’s subscriber base gives it scale. The content library spans generations. Execution on the product side will determine whether the Hulu integration becomes a smooth upgrade or a bumpy transition. So far the data points to progress. Lowest churn among major services. Rising viewership. Profitable operations.
The coming months will test the new structure. The unified app must feel native to both audiences. Advertising tools need to attract brand dollars without alienating viewers. Personalization must surface the right mix of Pixar, Marvel, FX, and ABC shows.
Smith updates his teams regularly. Clarity on ambitions. Progress reports on AI. Adjustments to teams. This communication style suggests an effort to keep momentum amid change. The org chart shows depth in engineering and product roles. That bench strength could prove decisive.
Recent coverage from PCMag highlights ongoing content pushes, including major July programming like “Disney Celebrates America” events across both services. These initiatives keep users engaged while the backend integration advances.
Industry watchers note the shift. A tech leader at the top of streaming signals focus on experience over pure content volume. Years of heavy investment in originals delivered scale. Now the emphasis turns to retention, monetization, and operational excellence.
The full picture remains in motion. Project Gemini continues in phases. User transitions accelerate. The standalone Hulu app’s fate appears sealed by year-end. What emerges will test whether Disney’s product and tech organization can match the creativity that built its brands.
Smith, Rohe, and their teams sit at the controls. Their decisions will shape how millions experience Disney’s stories for years ahead. The numbers look better than before. The organization has new blood and clearer focus. Execution will write the next chapter.
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