Sphere Entertainment - Earnings Call - Q3 2025

Executive Summary

• Q3 2025 revenue was $262.5M, up 15% YoY but down 7% QoQ; GAAP diluted EPS (continuing ops) was -$2.80 as impairments at MSG Networks offset Sphere AOI strength.
• Versus consensus: revenue modestly missed ($262.5M vs $265.1M*), while normalized “Primary EPS” significantly beat (-$1.12 actual vs -$1.70*), driven by Sphere Experience demand and cost efficiencies; QoQ EPS decline reflects absence of Q2’s debt extinguishment gain and Q3 impairments.
• Sphere segment AOI turned positive to $17.1M (from -$26.3M YoY) on Wizard of Oz momentum, concert residencies, and lower SG&A; MSG Networks AOI rose to $19.3M, but segment booked sizable impairments leading to a segment operating loss.
• Management emphasized accelerating tech/content roadmap (generative AI with Google, Immersive Sound commercialization), expansion progress (Abu Dhabi pre-construction near completion), and strengthening sponsorship/Exosphere sales (double-digit % increase; multi-year deals with Lenovo, Zoox).
• Capital actions: repurchased ~$50M of Class A shares (1.05M shares at $47.43) with ~$300M buyback authorization remaining; MSG Networks repaid an additional $31M post-quarter on its term loan (recourse only to MSG Networks), a potential sentiment catalyst.

What Went Well and What Went Wrong

What Went Well

• Sphere Experience momentum: Wizard of Oz surpassed 1M tickets mid-October and reached ~1.2M by early November; ticket sales exceeded $130M, validating experiential content and 4D effects as key demand drivers.
• Profitability improvement at Sphere: AOI rose to $17.1M from -$26.3M YoY on stronger Experience and residency revenues plus SG&A reductions; Sphere operating loss improved by $40.6M YoY.
• Sponsorship/Exosphere traction: double-digit % increase in sponsorship and Exosphere sales; multi-year sponsorships signed (Lenovo keynote at CES 2026; Zoox), and positive setup heading into CES.

What Went Wrong

• MSG Networks headwinds: revenue fell 12% YoY on ~13.5% subscriber decline; segment posted a $45.3M operating loss due to impairments and other losses despite AOI improvement.
• Sequential revenue softness: consolidated revenue declined to $262.5M from $282.7M in Q2, reflecting absence of prior marquee events and mix effects; AOI margin compressed QoQ.
• Elevated cost items: higher direct operating expenses at Sphere tied to Wizard of Oz and increased concert count; non-cash impairments at Networks pressured GAAP profitability.

Transcript

Speaker 0

Good morning and thank you for standing by. Welcome to the Sphere Entertainment Co. Third Quarter twenty twenty five Earnings Conference Call. At this time, all participants are in a listen only mode. After the speakers' remarks, there will be a question and answer session.

I would now like to turn the call over to Ari Daines, Investor Relations. Please go ahead.

Speaker 1

Thank you. Good morning, and welcome to Sphere Entertainment's fiscal twenty twenty five third quarter earnings conference call. Today's call will begin with our Executive Chairman and CEO, Jim Dolan, who will provide an update on the business. Robert Langer, our Executive Vice President, Chief Financial Officer and Treasurer, will then review our financial results for the period. After our prepared remarks, we will open up the call for questions.

If you do not have a copy of today's earnings release, it is available in the Investors section of our corporate website. Please take a note of the following. Today's discussion may contain forward looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Any such forward looking statements are not guarantees of future performance or results and involve risks and uncertainties that could cause actual results to differ materially from those in the forward looking statements. Please refer to the company's filings with the SEC for a discussion of risks and uncertainties.

The company disclaims any obligation to update any forward looking statements that may be discussed during this call. On Pages five and six of today's earnings release, we provide consolidated statements of operations and a reconciliation of operating income to adjusted operating income or AOI, a non GAAP financial measure. And with that, I'll now turn the call over to Jim.

Speaker 2

Thank you, Ari, and good morning, everyone. For today's call, I'd like to focus on two important areas to the Sphere business model: the technology that powers Sphere and the opportunities it creates for our company and our progress in expanding the Sphere venue footprint around the world. Behind virtually every aspect of what we do is the proprietary technology we have developed. This is reflected in what audiences experience at Sphere in Las Vegas to the work taking place at Sphere Studios in Burbank. We own key technology component providers to Sphere and have a portfolio of over 60 patents in The U.

S, spanning across Sphere, venue design, audio delivery, video capture and display, four d technologies and more. We have also continued to secure international patents to protect our innovations around the world. And we are not standing still as we continue to invest in technology and content to extend our leadership position. The use of these technologies is also not limited to Sphere venues. For example, this year, we introduced our advanced audio system, Sphere Immersive Sound at Radio City Music Hall, transforming the audio experience in nearly a 100 year old venue.

And we're now exploring additional commercial opportunities for SPEAR Immersive Sound as well as other aspects of our technology portfolio. In terms of original content, The Wizard of Oz and Sphere utilizes advanced technologies like generative AI in ways that haven't been done before. As we look ahead, we intend to use these AI tools in partnership with Google for additional Sphere experience projects. We are also actively pursuing opportunities to utilize these AI tools for content on other distribution platforms. We expect to have more to share in the months ahead.

Turning to our venue expansion plans. In Abu Dhabi, we are nearing completion of the preconstruction phase with the Department of Culture and Tourism. We also have discussions with a significant number of domestic and international markets as well as potential financing partners. These discussions span across small, medium and large scale spheres. Our designs include seating capacities of approximately 3,000, 6,018.

And behind each venue design is an economic model that we believe will generate an attractive return on investment. We look forward to updating you on our progress. And with that, I will now turn the call over to Robert, who will take you through our financial results.

Speaker 3

Thank you, Tim, and good morning, everyone. For the September, we generated total company revenues of $262,500,000 and adjusted operating income of $36,400,000 Our Sphere segment generated revenues of $174,100,000 an increase of 37% against the prior year period. This growth was mainly driven by higher revenues from the Sphere experience and reflects approximately one month impact from the Wizard of Oz at Sphere, which launched on August 28 and has seen strong demand since its opening. As a result, in mid October, the production passed 1,000,000 tickets sold and achieved over $130,000,000 in ticket sales already. In addition to higher revenues from the Sphere experience this past quarter, we also saw revenue growth from concert residencies, exosphere advertising and sponsorship and our efforts to bring the world's second Sphere to Abu Dhabi.

Overall revenue growth was only partially offset by the absence of a Marquise boarding event and a corporate event held in the prior year quarter, as well as other revenue decreases. Third quarter adjusted operating income for our Sphere segment was $17,100,000 as compared to an adjusted operating loss of $26,300,000 in the prior year quarter. This reflected the increase in revenues as well as lower SG and A expenses, partially offset by higher direct operating expenses. The increase in direct operating expenses includes higher expenses associated with the Sphere experience, mainly due to the impact of the visit of Oz at Sphere. It also reflects the increase in the number of concerts held at Sphere compared to the prior year quarter, which was partly offset by lower other and related expenses.

SG and A expenses for the September were $92,700,000 a decrease of $12,300,000 year over year. This includes the impact of the company's focus on driving cost efficiencies this year. Turning to MSG Networks, the segment generated $88,400,000 in revenues and $19,300,000 in AOI in the September. This compares to $100,800,000 in revenues and $16,100,000 in AOI in the prior year period. These results reflect an approximately 13.5 decrease in subscribers as well as the impact of recent amendments to MSG Networks media rights agreements with MSG Sports and certain other professional teams.

Turning to our balance sheet. As of September 30, our Sphere business had net debt of approximately $2.00 $5,000,000 This reflected approximately $329,000,000 of unrestricted cash and cash equivalents, dollars $259,000,000 in convertible debt and a $275,000,000 credit facility related to Sphere in Las Vegas. In addition, as of September 30, MSG Networks had net debt of approximately 144,000,000 This included $200,000,000 outstanding on the MSG Networks term loan, which as a reminder is debt that is recourse only to MSG Networks. Following the end of the quarter, MSG Networks repaid an additional $31,000,000 from the term loan using cash on hand at MSG Networks, bringing the current principal outstanding to approximately $169,000,000 During the quarter, we repurchased $50,000,000 or approximately 1,100,000.0 shares of our Class A common stock. Following these repurchases, we now have approximately $300,000,000 remaining under our current buyback authorization.

And with that, we'll now open the call for questions.

Speaker 0

Your first question comes from the line of Brandon Ross with LightShed Partners. Please go ahead.

Speaker 4

Good morning. Thanks for taking the questions. Jim, I want to let you enjoy the odd success you're having, I guess, especially this quarter. But I wanted to ask you about the original content program beyond Oz. And to that end, what have you learned from Oz's success?

And do you expect it to influence the original content program, going forward from here? I know Edge, or From the Edge is next, but afterwards, are you going to lean more into, known movie IP like you did with Oz?

Speaker 2

Okay. Well, let's see. What have we learned? First thing is we learned is there's no place like home. But the the Wizard of Oz, really, is the first piece of content that unlocks the medium itself.

And I think probably one of the things we learned content wise from Wizard is that the four d effects actually are even more important to content than what we originally thought. We obviously thought the screen and the sound was going to be important, but four d has turned out to be even more important with our customer base. But look, there's still a lot more to go in terms of exploring the medium. And from the edge should do that, should help us delve further into it, primarily because it's a completely different way than Wizard of approaching the media. Wizard is a a remake of a 1939 classic from the end, and it's and there were no when Wizard the the we just basically took that content and we you know, you know what we did with it.

The the but the content already existed and the and so all of the work was primarily done in in editing studios, AI, etcetera. That they with from the edge, we now get into live capture. And we start to use our Big Sky system, right, to to create these environments and experiences. And that's a completely different way of creating content than what we did. It was in a box.

So we're at I'm anxious to see how it does. The Having said that, after from the edge, I mean, I think we'll probably look to see what else we can do to push the media, right, to create even more experience for our customers because that's clearly what they're interested in.

Speaker 4

Great. And then in the prepared, you started off talking about the value of your technology. And I was hoping you could give us a little more. What tech in the portfolio beyond audio do you think has third party value? What are the use cases?

And over time, do you expect licensing this technology is going to be a real meaningful contributor to revenue and more importantly, AOI?

Speaker 2

Well, it serves multipurposes. So and your question sort of has two parts to it. But in terms of the platforms, right, remember, if you in my comments, I talked about taking the technology and and and migrating it to other platforms. One of the things that we did with Wizard of Oz was we worked very closely with Google. But we did set up a a process and a pipeline to handle AI.

And over the two years that it took us to make Wizard of Oz, we got pretty good at it. We got pretty good at things like not only just using the AI, but transferring the data from place to place, being able to work on it, that whole infrastructure. So when Wizard of Oz finished, the the the we're we were sitting with this already built infrastructure that processes AI quite well. And so we're now exploring how to utilize that infrastructure beyond the sphere. And we'll have as I said in my comments, we'll have more to say about it during this next quarter.

But that is a technological advance that Sphere Studios has that I think that we're going to be able to monetize. And I think we'll have some interesting announcements over the next over the next three months on that. Other technologies beyond I mean, at Spear immersive sound, I have to tell you, I'm I I don't wanna wax on this too much. But, I mean, the the I know that we did a full orchestra test yesterday in at Radio City. Don't underestimate that the what a great sound experience will mean for a venue that they I mean, all you gotta do is go to any big stadium and and listen to the announcers or try and go to a concert at a mixed day.

I mean, you know that the sound is muddled. You know that the changing that dynamic in the live experience is significant. And I do think that we're gonna be able to monetize it, even to the level where it gets to the home. The the but the but I'm excited about what's gonna happen at Radio City. And I'm excited to see what whether, you know, whether our customer base recognizes the improvement in the quality and sees it as a real feature that makes our content even more attractive.

Speaker 4

Thank you very much, Jim.

Speaker 0

Your next question comes from the line of David Karnovsky with JPMorgan. Please go ahead.

Speaker 2

Hi, thank you. Jim, with Wizard of Oz, wanted to see how you're thinking about optimizing revenue from here in terms of price, show count or adding sections. And then maybe as a follow-up to a prior question, assuming OZ demand remains strong through 2026, when would be the right time to launch from the Edge, which I believe you've announced for the next calendar year? So we're from the edge, off, it's not finished yet. So it's got a ways to go.

I expect that it will be ready by the end of the summer. But that doesn't mean that we'll launch it at the end of the summer. It will stay fresh and we plan on basically running Wizard of Oz till we see demand to start to follow-up. That could be a lot longer than a year. In addition, we're planning a what would you call it?

We're going to Wizard of Oz two point zero. Right? Enhanced. An enhanced version that we will launch on the anniversary of the premiere. And this is likely going to include some some new features to the to the film such as we might just take you for a ride on a witch's broom the the during the show.

The the and, you know, how much more life that will breathe into into Wizard of Oz, you know, I'm not really sure, but I I think I think it might be pretty good. You know, I always tell my team, you know, the Cirque du Soleil's o has been running for thirty years that at in Las Vegas since it's basically the same show. So, I mean, what's the what's the lifespan of wizard of ox? It wouldn't surprise me if if we were, you know, if we were showing Wizard of Oz 10 from now. The the but the other thing that that you know, right now, we're creating for one venue.

And it's and what's great is that, you know, we can monetize that content just with the one venue. But we want to build more venues, and we are building more venues. And that will help us take things like content costs and overhead costs, right, and spread them out against more revenue streams and should make the company much more profitable.

Speaker 1

Great. Thank you.

Speaker 0

Your next question comes from the line of Steven Laschuk with Goldman Sachs. Please go ahead.

Speaker 5

Hey, great. Thanks for taking the question. Jim, maybe just following up on that last point there. You've had this incredibly successful debut of Wizard of Oz over the last few months and certainly seems to be surpassing postcards in a lot of ways. I would just be curious as you look ahead into 2026 to get your thoughts on what you think the trajectory of WAS could look like from a business and performance perspective.

To what extent you think this momentum that we're seeing in adding show count and some of the higher sell through that we've seen over the last couple of months can continue into the next twelve months or perhaps a framework you're thinking about as it compares to postcards as you look out into '26 and try to gauge how meaningful and successful this piece of content can be?

Speaker 2

Well, Postcards was what we called the first pancake. And so, you know, it wasn't perfect. The the the it did an okay job of of of showcasing the medium to start off with. Wizard of Oz took it to the next level. How long can it go for?

I didn't go a long time. The the the I I don't you know, I mean, in terms of demand on the marketplace, you know, Las Vegas is a great market. I love to clone that market. The with over 40,000,000 visitors every year, right, the the there's there's a lot to be blunt. And I think one of the reasons that O was as successful as as it was is because, you know, it stands up with that 40,000,000 people coming in.

Pretty much everybody over the years has seen, oh, who's gone to gone to Vegas. I I think Wizard of Oz can perform this the same way, but I'm hoping that we you know? I mean, that's one of the beauties of the spheres. I mean, when you look at at at shows like, oh, there was a huge capital investment in the beginning, and they're just and they're running it out. I think they did a refresh here and there.

But it's basically the same show. We can change the show. Right? That we can do Wizard of Oz, right, at at 01:00 in the afternoon, right, and from the edge at 05:00 in the afternoon that the and we can add more, etcetera. So the the idea of keeping the sphere filled and in demand, I mean, think that with the way we've designed the technology, etcetera, we can keep the sphere going to keep it filled for a long time to come.

Speaker 5

Thank you very much, Jim.

Speaker 0

Your next question comes from the line of Peter Supino with Wolfe Research. Please go ahead.

Speaker 6

Hi, this is Logan Ingris on for Peter. Jim, you mentioned in an interview that you hope to have a small sphere announcement by the end of the year. I'm curious if you can share any insight into expectations for that venue? And specifically, is the expectation that it will be capital free? Or do you expect to be a minority investor in that venue or in venues to come?

Speaker 2

Well, let's see. I expect to be capital free. We have a model that where we are capital free and I think that is a preferred model. Would we invest? Well, look, I think it's a really good investment.

The economic models that we've built around all the different versions of Sphere have really good ROIs. As we have free cash to invest, etcetera, that is something that you probably, I would think, will do some things. Plus, it does show a level of confidence, right, that the company has in the project when you say take 10 of the equity, right, that it also helps the lending model, etcetera. I think we're flexible in that way. And I think that kind of answers your question.

Oh, you want to know if we're going to announce when we're going to announce something and where? Well, that's what announcements are for. Got

Speaker 6

it. And then a quick follow-up. You mentioned you're in conversations with a bunch of different potential partners. I'm curious how, if at all, the success of Wizard of Oz has changed those conversations with those potential franchisees.

Speaker 2

I think Wizard of Oz opened up the floodgates, at least from our phone ringing, although people's phones don't actually ring anymore, emails and and and text that they we're we're hearing from all over the world, domestically, internationally, right, that the I mean, what we're doing in Abu Dhabi is really is really kinda interesting. That the We're not going to reveal exactly the location, but I will tell you that they have taken SPEAR and put it into a much larger plan for the entire marketplace that they have. And SPEAR is like the diamond sitting in the top of the ring. And so it has that kind of impact on on urban development, And so when you look around the world, you look at who's developing their marketplaces, who's developing their their urban structure infrastructures, etcetera, particularly when it comes to the entertainment, Sphere just fits so nicely into all of those plans. And I think that what the Wizard of Oz did was woke people up to that that fact.

And so that's why we're seeing so much interest.

Speaker 6

Got it. Thanks so much.

Speaker 0

Your next question comes from the line of Ryan Sigdahl with Craig Hallum. Please go ahead.

Speaker 7

Hey, good morning. Jim, you mentioned in an interview with New York Post in late August that Sphere had booked up until September 2027 with a residency pipeline. So it implies that pipeline continues to build extremely well with lots of kind of artists that want to play there. But realizing there's a healthy competition with or I guess for the Sphere space. But my question is ultimately, do you expect more concerts in 2026 versus 2025?

And then how do you think about the upper limit for the number of concerts per year within the Sphere?

Speaker 2

It's interesting you asked that question because we just had a discussion about this yesterday about what the optimum combination is on a day in the sphere. And what we came out with is the the the best combination is, you know, a a concert like the Eagles or or Zach Brown or or whatever in the evening that they would at least two to three shows of like the Wizard of Oz, right, in the afternoon. That generates the most amount of of cash flow, etcetera, in in a day. Honestly, the problem that that that we're having and it's what what my old manager used to call first class problem, right, is that the the we're trying to find, you know, more opportunity to to put more into the into the sphere. So, I mean, I do think that that concerts and and those kinds of things are important to the sphere.

I mean, particularly if if you're, you know, if you're you're coming to Las Vegas to see a concert at The Sphere and then at the same time, the next day you get up and in the afternoon you go see The Wizard of Oz, etcetera. That's a pretty good formula. But we're having nothing has slowed down in terms of artists who want to play the sphere. In fact, that's one of the things that we're juggling is how do we get all these artists in. I've definitely got a lot more demand than I do capacity at this point.

Speaker 1

For the question, Ryan. We have time for one last call.

Speaker 0

Your last question comes from the line of Peter Henderson with Bank of America. Please go ahead.

Speaker 8

Thank you for taking the questions. So just two, if I may, one on Sphere, one on MSG Networks. First on Sphere, regarding the Extra Sphere and sponsorship, just wondering if can give us an update on the go to market approach, the forward demand outlook and progress in establishing a recurring book of business? And then on MSG Networks, just wondering if you have any updated thoughts around a possibility for strategic action? Thank you.

Speaker 2

Okay. I'm actually going to give that first one. You ready, Jen? You take that first one. Sure.

Speaker 9

I think the excitement and the interest that Jim was talking about coming from our live residencies in Wizard of Oz isn't just kind of opening the floodgates when we think about additional Sears and expanding our physical footprint. We're seeing a lot of renewed interest and incremental interest when it comes to advertising and sponsorships with the beer. We've talked about it. This has been a year of transition for us, right? We've adjusted our go to market strategy.

We've brought in our sales team in house. As of September, that sales team is largely in place. And we're seeing positive results already. This past quarter, we had double digit percentage increase when it comes to our sponsorship and Exosphere sales. And I think we've got a strong start to next year already.

Part of our go to market strategy adjustment was to really lean into tentpole events. And if I look at what we're seeing ahead for CES, we've got strong growth year over year for that conference, and it is part of our key strategy to lean in the conferences that are in town. We're also leaning into the creation of these multiyear sponsorships, and we've recently announced a few of those with Lenovo and Zoox, and we will be announcing a few more in the coming months. So I think we continue to build a really solid base when it comes to exosphere advertising and sponsorships. And I think during the next calendar year, it's a high barrier of growth for us.

Speaker 2

And the second part of

Speaker 9

the question, what was the second part? Network.

Speaker 2

Well, networks. Before I get to that, Jen, by the end of the day tomorrow, how many tickets do you think will have sold The Wizard of Oz? 1,200,000. 1.2. So it's not slowing down.

Not at all. As far as networks goes, the the you know, you we were able to put to pay down some of the debt again, so that was good. Look, regional sports is a very powerful product. The problem in that business is that because of the shift from linear over to streaming, right, the monetization of that product, right, has took a real hit. And it's still figuring out its way.

But the good news is that the product itself hasn't lost any luster with the marketplace. I mean, the opening game for the Knicks, I think, had over 50,000 streams. And if you value those streams at $10 a stream, that's $500,000 for one game. You add that to the linear revenue, etcetera. It's the point is, I guess, is that the business is still finding itself, but it's still got a very strong product.

And strategically, the what I'd like to see is I'd like to see the marketplace come together with all of its teams to have a single seamless, right, offering to to to the consumers in the New York market for all of their of the teams, you know, other obviously, other than football because that's all national, but every other team. The the having said that, we're not there yet. We are we are partners with with the Yankees, and we have the nets, and we added them into, and so we're getting there. But I think in terms of the business, that's probably the future of the business. That's the way to make the business really strong.

But it's got quite a ways to go and what M and A and machinations happen between now and getting to that product, it would only be a guess on my part. All right. Thank you.

Speaker 0

That concludes our Q and A session. I will now turn the call back over to Ari Daines for closing remarks.

Speaker 1

Thank you all for joining us. We look forward to speaking with you on our next earnings call. Have a good day.

Speaker 0

Ladies and gentlemen, thank you all for joining and you may now disconnect. Everyone have a great day.