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Professional video gaming set for TV debut in the U.S.
MUMBAI: With a view to bring professional video game playing to a wider audience, Major League Gaming (MLG) and USA Network have announced a programming deal in which USA Network will air seven one-hour episodes, featuring the pro circuit and its players.
The episodes will air on USA Network this holiday season. MLG also announced that it has a new multiyear contract with Boost Mobile, under which that company’s mobile phones will feature content.
Though video gaming fans have been able to follow competitions on game web sites, MLG’s television deal marks the first time that TV viewers would be able to track the ups and downs of a pro tournament, watching video gaming as a new kind of extreme sport.
MLG’s president and chief operating officer Matthew Bromberg said, “This is the sign that pro gaming has finally arrived to the mass market. It’s like poker was two years ago, or Nascar 15 years ago.”
The upcoming televised series will aim to engage viewers with not only with the game play itself – featuring top players of “Halo 2” on Xbox and “Super Smash Bros. Melee” on Nintendo – but also sports-like commentary and profiles of the players.
Among them: Bonnie Burton, also known as “Xena,” a 15-year-old from Pennsylvania who is the only female in the pro league and one of the best “Halo2” players in the world; and Tom Taylor, who’s known as “Tsquared,” an 18-year-old from Florida and budding entrepreneur whose Gaming-Lessons business has already helped hone the video-gaming skills of numerous celebrities and star athletes.
“I’m excited to compete on TV in front of an audience. This will take video gaming to the next level. It is an extreme sport. It’s about quick reflexes and also outsmarting people.” Taylor said in a media report.
MLG’s chief executive and co-founder Michael Sepso said, “Some top players earn winnings in the range of a couple hundred thousand dollars a year, and the tournaments by MLG usually draw thousands of spectators at its arena venues and thousands more online. But, going before a mainstream television audience could raise video gaming’s visibility, leading to more sponsorships and advertising.”
And drawing viewers shouldn’t be a stretch, since “video gaming has always had a spectator-element to it anyway,” said Sepso.
Bromberg explained that the MLG is following a well-tried model for forming a new pro league: Build a credible governing body, sign the best players and then strike deals with major sponsors.
“That’s what helps the league grow and feeds the machine,” Bromberg said in a media report. “If you have those pieces, then you can have a major sport.”
MLG operates a seven-city pro circuit, which begins next week in New York and ends with a championship in Las Vegas in November. More than 1,500 players will compete for the championship in two games: “Halo 2” and “Super Smash Bros. Melee World.”
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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.
