Paramount Skydance Corp. has reportedly reached a settlement with the states seeking to block its proposed takeover of Warner Bros. Discovery Inc., clearing the way for a historic Hollywood merger. 

California Attorney General Rob Bonta led a group of state attorneys general who filed a lawsuit challenging the massive $111 billion deal that was initially expected to close during the third quarter of this year. 

“After a frenzied weekend of negotiations, $PSKY and state AGs have agreed to a settlement framework and an official deal announced this morning,” FOX Business Network senior correspondent Charlie Gasparino reported on Monday. 

PARAMOUNT-WBD MERGER ON HOLD AFTER JUDGE GRANTS TEMPORARY RESTRAINING ORDER

Paramount Skydance Corp. has reportedly reached a settlement with the states seeking to block its proposed takeover of Warner Bros. Discovery Inc. (Eric Thayer/Bloomberg via Getty Images)

Gasparino added that Paramount will make a commitment to movies in California and the U.S., keep the company headquarters in California and distribute 30 movies a year. CNN will have an “independent editorial structure,” according to Gasparino. 

Paramount and Bonta’s office did not immediately respond to requests for comment. 

Bloomberg, The New York Times and the Wall Street Journal have also reported a looming settlement. 

WARNER BROS DISCOVERY SHAREHOLDERS APPROVE PARAMOUNT SKYDANCE DEAL

Paramount CEO David Ellison. (Charly Triballeau/AFP via Getty Images)

The Justice Department (DOJ) announced earlier this year it has closed its antitrust investigation into Paramount Skydance’s proposed acquisition of WBD, concluding the transaction is not likely to harm competition or American consumers.

The Antitrust Division said its eight-month review examined more than 2 million documents and found the deal could strengthen competition across the media and entertainment industry, including in streaming video, traditional television and theatrical film distribution. However, state attorneys general retain independent authority under antitrust laws. 

Paramount CEO David Ellison, the son of billionaire Oracle co-founder Larry Ellison, took control of Paramount last year when Skydance Media and Paramount Global completed an $8 billion merger. Adding WBD to his portfolio would make the younger Ellison one of Hollywood’s most powerful people.

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I won’t bury the lede. Low prices come with high risks on Wall Street. I’ll be diving into some of the market’s more compelling stocks with single-digit price tags, but there’s often a price to pay, given how low the price can be. Investing in low-priced stocks often means being in the market alongside speculators or less-experienced investors who misinterpret a rock-bottom share price as an opportunity rather than weighing the ugly circumstances that got us here.

Who do I like here, as summer blends into autumn? I think that Archer Aviation (NYSE: ACHR), StubHub Holdings (NYSE: STUB), and Snap (NYSE: SNAP) are interesting stocks for those willing to stomach the risks. Let’s take a closer look at these three stocks trading under $10 apiece.

Missed Nvidia in 2009? This Rare Signal Is Flashing Again. In 2009, a “Double Down” signal flashed for a little-known chipmaker called Nvidia. For the first time in years, that same “Total Conviction” signal is flashing for a company 1/100th the size of Nvidia. Continue »

1. Archer Aviation: $5.26

Archer Aviation stock seems to be flying low these days. The developer of the emerging electric vertical takeoff and landing (eVTOL) aircraft industry has seen its shares fall by 30% this year, even as its next-gen Midnight aircraft nears open availability.

Archer kicked off what it calls the No Roads flight tour two weeks ago, flying its aircraft between destinations ahead of a widespread launch in the coming years. The limitations are real in terms of passenger and weight capacity, as well as the distance that can be traveled. However, it won’t be long before premium air taxi services take passengers from metropolitan airports with notorious street traffic into city centers in a fraction of the time cabs, rideshare services, and mass transit can.

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Archer has struck what could be lucrative deals with commercial airlines and military partners. It’s already closing in on its opportunity to shine on the largest stage as the official air taxi provider for the 2028 Olympic Games in Los Angeles, now just two summers away.

Yes, it’s losing money. It’s hard to make money when you’re not making revenue. However, analysts expect this business to take off and fly high once it gets off the ground, literally and figuratively. Here’s how analyst revenue targets see the business jumping 150-fold in just the next four years:

• 2026: $15 million

• 2027: $143 million

• 2028: $511 million

• 2029: $1.39 billion

• 2030: $2.25 billion

A lot can happen between now and when it hits these beefy milestones, but its balance sheet is built for the market turbulence. Archer’s market cap, just above $4 billion, gets whittled down to an enterprise value of $2.6 billion when you factor in its $1.6 billion in cash.

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Sarah Horrocks is the founder of PALAIR, a London-based brand making premium padel and activewear for women and men, designed to be worn on and off the court.

The company took the label to the US in March 2025 with a week of events in Miami built around The Show Miami trade fair, according to its own announcement. Last month she was at the Sci-Mx Padel Series at Manchester Padel Club in Stockport, where she was reported as heading up the Padel Foundation, a registered charity working to bring the sport to communities that need it most. She tells Business Matters how a sport she discovered in 2023 became a business, and why a background in recruitment has proved more useful than she expected.

What do you currently do at PALAIR?

I am the Founder and CEO, responsible for driving the vision, strategy and growth of the brand. I am very hands-on, as I am running the brand solo.

My role spans product, brand positioning, partnerships, marketing and commercial growth. As a very early-stage company, I am involved in everything from the big picture strategy to the day-to-day detail, building the brand and creating opportunities for long-term growth.

I have found this extremely useful for understanding the whole business, and the challenges and opportunities within each area.

What was the inspiration behind your business?

The inspiration really came from my own lifestyle. I fell in love with padel in 2023 when I discovered the sport at my local tennis club, and I am someone who practically lives in activewear unless I am going out in the evening.

I always felt there was a gap. I loved the comfort and functionality, but I did not always want to look like I was dressed for the gym.

I wanted to create something that brought those two worlds together: pieces you can genuinely move and play in, but that also feel stylish and considered enough to become part of your everyday wardrobe. The idea was to take you from the court into the rest of your day without feeling like you need to change.

Who do you admire?

I do not think there is one individual person I would say I admire. I am inspired by lots of people, but I really admire anyone who works incredibly hard for what they want, and especially women who genuinely support and champion other women.

Since starting this business, I have experienced first hand how generous people can be with their time, advice and support. I have had people help me when they absolutely did not have to, simply because they wanted to see me succeed, and I will always be incredibly grateful for that.

I suppose those are the people I admire most: the ones who work hard for their own success but still make the time to lift others up along the way. As I grow the business, I would love to be able to do the same for others.

Looking back, is there anything you would have done differently?

Absolutely, but I think that is part of building any business, especially in an industry you are learning as you go. I am hoping I will look back and laugh at some of the things that have happened. There are definitely decisions I would make differently now, simply because I know more than I did when I started.

Building a fashion brand has taught me that there is a huge difference between having a great idea and actually bringing it to life. You make decisions, some work and some do not, and you learn very quickly from both.

I am also very conscious that I am still building the business, and I certainly do not feel like I have “made it” yet. Ask me again in a few years and I am sure I will have a much longer answer.

What defines your way of doing business?

Hard work and relationships are probably at the heart of it. I really believe in treating people well and building genuine, long-term relationships, whether that is with customers or the people I work with.

I am also very intentional about having high standards. If I am going to put my time, energy or name behind something, I want it to be done properly. I care about the details, I am not afraid to challenge people, and I want to work with people who have that same drive to make something the best it can be.

I will always expect a lot from the people around me, because that is what I put in myself, and I want to share the journey with those people.

What advice would you give to someone starting out?

Just go for it. I had no experience in either the fashion or sports industry when I started. My background was in recruitment, so there was a huge amount I did not know, and I am still learning every day. I quickly realised that you do not have to have all the answers at the beginning. You learn so much by actually doing it.

What I did have were transferable skills. Recruitment taught me how to build relationships, network, communicate with people and not be afraid to pick up the phone and ask for help. Those skills have been invaluable in building the business.

I think sometimes we all focus too much on the experience we do not have, rather than recognising what we can bring from somewhere else. I still do not feel ready some days and I have made mistakes, but I think that would happen even if I had industry experience, and that is all part of it.

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Seeking Alpha’s Disclosure: Past performance is no guarantee of future results. No recommendation or advice is being given as to whether any investment is suitable for a particular investor. Any views or opinions expressed above may not reflect those of Seeking Alpha as a whole. Seeking Alpha is not a licensed securities dealer, broker or US investment adviser or investment bank. Our analysts are third party authors that include both professional investors and individual investors who may not be licensed or certified by any institute or regulatory body.

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Airlines have criticised the UK’s air traffic control system after a second technical problem in two weeks caused major disruption to UK flights

EasyJet said Monday’s incident “once again calls into question the resilience” of how the service works, while Wizz Air said there was a “national confidence crisis” in National Air Traffic Services (Nats), which runs the UK’s air traffic.

The technical problem at Prestwick in Ayrshire caused disruption at airports across Scotland, Northern Ireland and northern England, delaying dozens of flights.

Nats said a “connectivity issue” was to blame for the disruption, and that it had “nothing to do” with a separate software defect at Swanwick that led to the cancellation of 2,000 flights earlier in September.

The underlying issue causing Monday’s disruption has since been resolved, with Nats saying it was running at “full capacity” although officials warned of knock-on effects.

A spokesperson said they were now “focused on working with our customers to recover their residual delays and help get their operations back to normal”.

According to aviation analytics company Cirium, as of 13:45 BST, at least 200 flights had been cancelled or did not fly on Monday. This includes 100 flights scheduled to arrive in the UK and 99 that were due to depart from the UK.

Easyjet was the worst affected airline, with 47 of its 670 scheduled departures cancelled, while British Airways has seen 11 cancellations from its 513 scheduled departures.

The UK Civil Aviation Authority said passengers who had flights disrupted were “unlikely” to be entitled to compensation.

It said the technical issue is “likely to be considered the result of ‘extraordinary circumstances’ under passenger rights rules”, meaning that “although passengers should be looked after by airlines, they are unlikely to be entitled to compensation for delays or cancellations that were directly caused by the incident”.

Industry representative body Airlines UK said both passengers and airlines “deserve better” service after “yet another Nats failure”.

Managing director of Wizz Air UK, Yvonne Moynihan, called for “urgent reform” of Nats, adding that she did not have confidence in its current leadership.

When asked by BBC Radio 4’s World at One programme whether Nats chief Martin Rolfe should resign, Moynihan said: “We need to look at the leadership at the top. But more than that, what are the board of directors doing?”

Jet2 boss Steve Heapy called for “urgent and accountable” action to bolster the UK’s air traffic control infrastructure.

Ryanair reiterated its calls for Rolfe to resign, saying he had failed to deliver” either a reliable system or an effective back-up”. The latest outage affected 140 of the airline’s flights and 25,000 passengers.

British Airways said “yet another technical fault with Nats” was “disappointing”.