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Xbox Game Pass was a good idea in theory, former Forza Horizon 5 director says, but “the reality is not enough people have subscribed”
Mike Brown, a former director on Forza Horizon 5 at Playground Games who now leads development at new studio Maverick Games, has criticised Xbox Game Pass, arguing that too few people subscribed to make the service financially viable. Speaking to MinnMax about the recent restructuring at Xbox, which has led to widespread layoffs and studio divestitures, Brown said Microsoft invested heavily in the subscription concept, funding numerous studios and games in the hope of regularly delivering new content, but that the underlying business model has not worked out as intended.
Brown said Game Pass remained "a good idea" in principle, aiming to make a diverse range of games affordable and accessible, but that its failure to attract enough subscribers is now resulting in studio closures and job losses. This follows reports that subscriber numbers have fallen well short of targets, prompting new Xbox CEO Asha Sharma to reverse last year's price increase, partly by bringing new Call of Duty titles to Game Pass on release day. Brown also praised former Xbox executive Sarah Bond, who left her role earlier this year following Sharma's appointment, describing her as sharp and impressive.
In short
- Ex-Forza Horizon 5 director says Game Pass hasn't attracted enough paying subscribers
- Shortfall blamed for Xbox studio closures and layoffs amid restructuring
- New CEO Asha Sharma reversed price rise, added day-one Call of Duty
Steelman: both sides, in good faith
The strongest fair case each way — we don't pick a winner.
The case for
Subscription services frequently require years to achieve profitability, and Game Pass has genuinely succeeded in attracting consumers and positive sentiment despite current financial challenges. The service's core proposition—affordable access to a diverse games library—remains sound, and Microsoft's strategic adjustments, such as adding major franchises and reversing price increases, demonstrate commitment to finding a viable model. Early subscriber targets may have been overambitious; many digital services have weathered similar turbulent periods before stabilising and achieving success.
The case against
Game Pass's trajectory reveals a fundamental business problem that cannot be dismissed as mere growing pains. Despite enormous investment in studios and content creation, subscriber numbers have fallen substantially short of targets, forcing Microsoft into expensive corrective measures like adding established franchises and reversing pricing. When a service cannot sustain itself through organic growth and requires constant intervention to remain viable, this indicates a structural flaw in the economics rather than a timing issue—the underlying model simply does not generate sufficient revenue to justify the investment.
Explained simply
Xbox Game Pass is a subscription service that allows players to access a large library of games for a monthly fee, similar to a streaming service for films and television. Microsoft created it with the aim of making gaming more affordable and accessible, enabling players to sample various titles without purchasing each one individually.
To support this strategy, Microsoft invested heavily in funding game studios and the development of numerous titles, betting that a consistent supply of quality games would attract and retain millions of subscribers. The approach required substantial upfront expenditure across multiple studios, with the expectation that subscription revenue would eventually offset these costs.
However, subscriber numbers have fallen considerably short of Microsoft's projections, rendering the financial model unsustainable. This shortfall has prompted recent job losses at Xbox studios and the sale or closure of several development teams, now prompting questions within the industry about whether the subscription approach can succeed as originally intended.