Film Production
AqyIon Nexus Reports Profit for Q3
Quarterly profit Rs 148 lakhs after debt repayment and asset sales.
MUMBAI: In a plot twist worthy of its television roots, AqyIon Nexus Limited, the rebranded avatar of Sri Adhikari Brothers Television Network has flipped the script on its finances, zapping away old woes with a jolt of quarterly profits.
Picture this, a company once tangled in debt webs, now emerging like a phoenix from the pixels. On 11 February 2026, the board, under managing director Srivatsava Sunkara, greenlit the unaudited results for the quarter ending 31 December 2025, revealing a revenue from operations of Rs 494.57 lakhs, a hefty leap from Rs 236.09 lakhs the previous year. Total income clocked in at Rs 494.65 lakhs, while the nine-month tally hit Rs 966.00 lakhs, up from Rs 470.88 lakhs.
But here’s the electrifying bit: profit before exceptional items surged to Rs 148.06 lakhs for the quarter, flipping last year’s modest Rs 11.55 lakhs gain. Factor in an exceptional item, a Rs 1,543.59 lakhs windfall from selling Andheri properties as per a 2023 NCLT resolution plan and the nine-month profit after tax dazzles at Rs 1,375.10 lakhs, a stark contrast to the prior period’s Rs 2,249.11 lakhs loss.
Expenditures? They tell a tale of tightening belts. Cost of materials consumed stood at Rs 275.00 lakhs for the quarter (nine months: Rs 690.00 lakhs), employee benefits at a slim Rs 4.16 lakhs (nine months, Rs 10.72 lakhs), and finance costs at Rs 34.06 lakhs (nine months, Rs 238.31 lakhs). Depreciation hummed along at Rs 1.44 lakhs quarterly (Rs 7.44 lakhs over nine months), with other expenses at Rs 31.94 lakhs (nine months, Rs 188.02 lakhs). Total outgoings?Rs 346.60 lakhs for the quarter, Rs 1,134.49 lakhs for nine months.
Auditors from Hitesh Shah & Associates gave a nod with caveats, noting the full repayment of bank liabilities sans a No Dues Certificate from Central Bank of India, pending tax impacts, and a going-concern basis despite current liabilities outpacing assets and negative other equity (pegged at -Rs 3,680.89 lakhs annually). Yet, management’s betting on new promoters’ support to keep the show running.
Earnings per share? A positive 0.58 for the quarter (nine months, 5.42), based on Rs 2,537.31 lakhs paid-up equity. Operating in the lone realm of content production and distribution, AqyIon’s narrative is no longer a sob story, it’s charging forward, proving that even in Mumbai’s bustling media maze, a name change and asset shuffle can ion-ise a comeback. Watch this space; the credits aren’t rolling yet.
Film Production
Disney to cut 1,000 jobs under new chief executive
The entertainment giant’s freshly installed boss inherits a restructuring already in motion, with marketing and corporate roles bearing the brunt
CALIFORNIA: Walt Disney is preparing to slash up to 1,000 jobs in the coming weeks, the Wall Street Journal reported, as the entertainment giant’s freshly installed chief executive moves swiftly to trim fat and tighten the ship.
The cuts, less than 1 per cent of Disney’s global workforce of 231,000, will fall hardest on marketing and corporate roles. The planning, notably, began before D’Amaro formally took the top job in March, suggesting the new boss inherited a restructuring already in motion rather than one of his own making.
Driving the push is Asad Ayaz, Disney’s newly appointed chief marketing officer, who in January assumed command of a unified, company-wide marketing operation spanning film, television and streaming. His consolidation drive has been given a suitably cinematic internal name: Project Imagine.
The move is modest by Disney’s recent standards. Between 2023 and 2025, under former chief executive Bob Iger, the company eliminated roughly 8,000 positions across several brutal rounds of cuts, saving $7.5 billion, comfortably exceeding its own targets. As recently as June 2025, several hundred more jobs were axed across Disney Entertainment, hitting film and television marketing, publicity, casting, development and corporate finance.
Disney’s structural headaches are well-documented: shrinking streaming margins, a weakened box office, and fierce competition from Amazon and YouTube gnawing at its flanks. The company is merging its Disney+ and Hulu teams into a single app, has brought in consultants from Bain & Co to guide its broader cost strategy, and is betting heavily on digital growth.
The wider entertainment industry offers little comfort. Sony Pictures, Paramount and Warner Bros. Discovery have all taken the knife to their workforces in recent years, and further cuts loom if Paramount’s acquisition of Warner goes through.
For D’Amaro, the message is clear: there will be no honeymoon period. The magic kingdom still has some cost-cutting spells left to cast.
