GECs
Ruhee Das appointed marketing director at Sony Pictures Entertainment
MUMBAI: Ruhee Das, a prominent figure in the Indian media and entertainment sector, has been named marketing director at Sony Pictures Entertainment, effective June 2025. This promotion comes after a distinguished tenure of six years and ten months as marketing lead at Sony Pictures Television.
In her previous role as marketing lead, Das was instrumental in promoting Hollywood films and TV series from Sony Pictures across a diverse range of content platforms, including Amazon Prime Video, iTunes, Google Play, Sony LIV, and various television channels like Colors Infinity and &Flix. Her responsibilities encompassed ideating, planning, strategising, and executing comprehensive marketing campaigns across digital, on-air, on-ground, outdoor, and print mediums. She also focused on building strong press coverage for Sony titles, securing talent interviews, and driving performance marketing for Sony Pictures Entertainment India’s social media presence. Furthermore, Das oversaw the content monetisation of Sony Pictures’ movies and TV shows on YouTube.
Before her extensive career at Sony, Das held key marketing positions at Viacom18 Media Private Ltd for nearly four years. As marketing lead – consumer products from April 2017 to September 2018, she spearheaded the marketing efforts to extend popular brands such as MTV, Colors, and Nickelodeon into consumer products, overseeing successful BTL and ATL campaigns and 360-degree marketing strategies. Prior to this, she served as assistant manager (marketing) – consumer products at Viacom18, focusing on MTV Consumer Products.
Her earlier experience includes a year as senior officer – revenue at Bennett Coleman and Co. Ltd. (The Times Group), where she was responsible for revenue generation through media sales and brand integration for the TV channel Romedy Now. She also held marketing roles at Propellum and Godrej & Boyce Mfg. Co. Ltd., and completed internships at Abbott and Business Standard.
Das’s wealth of experience in content marketing, social media, and business strategy positions her to drive significant growth for Sony Pictures Entertainment in the South Asian market.
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.
