Hollywood
Paramount Skydance to fuse HBO Max and Paramount+ in $110 billion megadeal
Ellison vows reinvention, not retrenchment, as combined group eyes 200m subscribers and $69 billion revenue
LOS ANGELES: Streaming’s latest land grab is colossal. Paramount Skydance Corp. will combine HBO Max and Paramount+ into a single platform after signing a $110 billion deal to acquire Warner Bros. Discovery Inc..
The transaction, formally inked on 27 February, is expected to close in the third quarter, subject to shareholder and regulatory approval. Paramount agreed to pay $31 per share in cash, fending off rival suitors including Netflix Inc..
On a conference call, chief executive officer David Ellison confirmed the streaming tie-up. HBO Max, with 131m subscribers, and Paramount+, with 79m, would be merged into one platform. Yet HBO, he stressed, would endure as a brand even after integration.
“Across the two platforms, there are over 200 million D2C subscribers today in more than 100 countries and territories worldwide, positioning us to compete effectively with the leading streaming services in today’s marketplace,” Ellison said.
The pitch is scale with swagger. The combined entity expects to generate $69 billion in pro-forma revenue in 2026, with estimated earnings before interest, taxes, depreciation and amortisation of $18 billion, according to chief financial officer Dennis Cinelli. Net debt is projected at $79 billion.
Ellison was emphatic that the strategy is expansionary. The group is targeting at least 30 theatrical releases annually across its studios and does not plan to cut production. “This is not about consolidation, it’s about reinventing the business,” he said.
Sport will be central to that reinvention. Ellison highlighted rights to the National Football League, Ultimate Fighting Championship, March Madness, the PGA Tour and the Olympics in Europe. A previously signed $7.7 billion UFC deal offers flexibility to air events on Warner Bros.’ TNT network, he added.
The future of certain legacy investments remains murky. Warner Bros. Discovery holds less than 10 per cent of AEW, whose television rights deal for TBS, TNT and HBO Max runs through 2027, with an option to extend to 2028. It is unclear whether that stake would be divested or retained post-merger.
Paramount said it has no plans to spin off its cable networks. A shareholder vote is expected in the spring, chief operating officer Andy Gordon said.
Funding the takeover is as muscular as the ambition. Paramount has secured $47 billion in equity backed by the Ellison family and RedBird Capital Partners, alongside $54 billion in borrowing from Bank of America, Citigroup and Apollo Global Management Inc..
Investors were cautious. Paramount shares slipped 1.9 per cent to $13.26 in morning trading in New York.
If regulators sign off, the deal will redraw the streaming map — welding together premium drama, blockbuster film, live sport and global distribution under one roof. In the battle for eyeballs, Paramount Skydance is betting that bigger is not just better, but unbeatable.
Hollywood
Disney to cut 1,000 jobs in major restructuring drive
Layoffs span ESPN, studios and tech as company pivots to growth
MUMBAI: The magic isn’t disappearing but it is being reorganised. The Walt Disney Company has announced plans to cut around 1,000 jobs as part of a sweeping restructuring effort aimed at sharpening its edge in an increasingly unpredictable entertainment landscape. The move, led by CEO Josh D’Amaro, reflects a broader internal reset as the company rethinks how it operates, allocates resources and competes in a fast-evolving industry. In a memo to employees, D’Amaro acknowledged the difficulty of the decision but framed it as a necessary step to ensure Disney remains “efficient, innovative, and responsive” to rapid shifts in consumer behaviour and technology.
The layoffs will span multiple divisions, including marketing, film and television studios, ESPN, technology teams and corporate functions. Notifications have already begun, signalling that the restructuring is not a distant plan but an active transition underway.
Importantly, the company has clarified that the cuts are not performance-driven. Instead, they form part of a wider transformation strategy aimed at building a leaner, more agile organisation, one better equipped to respond to streaming dynamics, digital disruption and evolving audience expectations.
The timing is telling. The global entertainment industry is in the middle of a structural shift, with traditional television revenues under pressure and box office returns becoming increasingly volatile. Meanwhile, streaming platforms and digital-first competitors continue to redraw the rules of engagement, forcing legacy players to rethink scale, speed and storytelling formats.
For Disney, long synonymous with blockbuster franchises and timeless storytelling, the pivot is both strategic and symbolic. The company is doubling down on technology, direct-to-consumer services and content ecosystems that align with modern viewing habits, where audiences expect immediacy, personalisation and cross-platform experiences.
Even as the restructuring unfolds, D’Amaro struck a note of optimism, reiterating Disney’s commitment to creativity and long-term growth. Support measures for affected employees are expected as part of the transition, though details remain limited.
In essence, this is less about cutting back and more about reshaping forward. As Disney redraws its organisational map, the message is clear, in today’s entertainment world, even the most magical kingdoms must evolve or risk being left behind.
