GECs
Online TV network The Fix to launch in the US
MUMBAI: This is an initiative that seeks to tap the new media platform of television being delivered over the net. It also aims to bypass the traditional TV network model.
American television producer Brian Knappmiller is partnering with Internet communications firm Effects and streaming video service provider Maven to launch The Fix in a few months time.
The parties say that this is the first real online television network providing 100 per cent original programming. Knappmiller has already inked deals with celebrities and rock bands to create their own shows; product placement firms are on board as well, providing additional revenue for The Fix.
Knappmiller and Effects founder Ruben Navarrete are currently in negotiations with some interested venture capitalist firms. They decided to create The Fix after a television show they produced was passed over by the networks, even though the show boasted an impressive fan base of over two million people. Both had previously explored ways to enhance television with the Internet. The decision to launch an online network on the Web was the answer.
Navarrete says, “With The Fix, we are completely bypassing the traditional network television model. The Internet gives us the global distribution and mass audience television series need to be successful, along with the on-demand delivery so many viewers want. The Fix will truly be television on the viewers’ terms.”
He adds that right now online video content in general is currently limited to amateur video and rebroadcasts of television shows created for network or cable television. The Fix will be entirely different, creating all original programming with the same production values as traditional network and cable television. All shows will be original first-run and available in virtually any form a viewer desires, be it their Video iPod, cell phone, or DVR – or to burn to DVD and share.
He adds, “No one has seen anything like The Fix. We are taking the best of the Internet and the best of television to give viewers a network where they are in control of how and when they watch.”
GECs
Sahara One reports financial results, notes director exit and business realignment
Muted revenues, steady expenses and strategic adjustments shape company’s current phase
MUMBAI: In a tale where the sands seem to be slipping faster than they can be gathered, Sahara One Media and Entertainment Limited has reported another quarter of wafer-thin income and widening losses, even as a boardroom exit adds to the unease.
The company informed the Bombay Stock Exchange that its board, in a meeting held on April 4, approved its unaudited financial results for the quarter ended September 30, 2025. The numbers paint a stark picture. Total income for the quarter stood at just Rs 0.13 lakh, unchanged sequentially and sharply down from Rs 0.26 lakh a year earlier.
Losses, meanwhile, deepened. The company posted a net loss of Rs 24.16 lakh for the quarter, compared to Rs 18.81 lakh in the June quarter and Rs 39.69 lakh in the same period last year. For the six months ended September 2025, the cumulative loss stood at Rs 39.69 lakh, while the full-year loss for FY25 was reported at Rs 60.72 lakh.
Expenses continued to outweigh income by a wide margin. Total expenses for the quarter came in at Rs 24.30 lakh, led by employee benefit costs of Rs 6.51 lakh and other expenses of Rs 17.78 lakh. Earnings per share remained in the red at Rs (0.11) for the quarter.
The balance sheet reflects a company with significant assets on paper but limited operational momentum. Total assets stood at Rs 23,065.57 lakh as of September 30, 2025, broadly unchanged from March 2025. Equity share capital remained steady at Rs 2,152.50 lakh, while total equity was reported at Rs 18,004.85 lakh.
Cash and cash equivalents saw a modest uptick to Rs 6.75 lakh from Rs 4.68 lakh earlier, supported by a positive operating cash flow of Rs 180.01 lakh for the period.
Yet, beneath these numbers lies a more complex narrative. The company’s auditors flagged their inability to obtain sufficient evidence to form a conclusion on the financial statements, citing lack of access to records. They also raised concerns over the company’s ability to continue as a going concern, pointing to insufficient funds, delayed recoveries, and stalled content investments.
Adding to the governance overhang, the company disclosed that Rana Zia has resigned as whole-time director, effective October 16, 2025, citing other professional commitments. The resignation, noted and accepted by the board, also brings an end to her role across company committees.
Regulatory pressures continue to loom large. The Securities and Exchange Board of India has already initiated penal actions for non-compliance with listing norms, with trading in the company’s shares remaining suspended. There is also a risk of promoter demat accounts being frozen.
Legacy legal issues remain unresolved. A substantial deposit of Rs 694,027.88 thousand linked to the long-running OFCD dispute involving Sahara group entities is still under the purview of the Supreme Court of India. Restrictions on asset disposal continue to weigh on the company’s financial flexibility.
Operationally, challenges persist across multiple fronts. Advances worth Rs 1,92,916 thousand given for film content remain stuck, with delays in project completion and uncertain recoverability. The company’s YouTube channel, despite being operational, has generated no revenue for over three years due to compliance lapses. In a further twist, management has indicated that revenues may have been fraudulently diverted through unauthorised changes to its AdSense account, with a police complaint in the works.
There are also missed revenue opportunities. Television content rights continue to be used by a related party despite the expiry of the licence agreement, with fresh negotiations still underway.
For now, Sahara One Media and Entertainment Limited appears caught between legacy disputes and present-day operational hurdles. As losses linger and governance questions mount, the road to recovery looks less like a sprint and more like a slow trudge through shifting sands.
