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APAD

A Paradise Acquisition Corp. Class A Ordinary Shares

APAD

A Paradise Acquisition Corp. Class A Ordinary Shares • NASDAQ
$10.08 ▲ 0.20% (+0.02)
Market Cap $207.65 M
52w High $10.21
52w Low $9.87
Dividend Yield 0%
P/E 201.6
Volume 65.23K
Outstanding Shares 20.60M

Income Statement

Period Revenue Operating Expense Net Income Net Profit Margin Earnings Per Share EBITDA
Q2-2025 $0 $18.065K ▼ $-18.065K ▲ 0% $-0.003 ▼ $-18.065K ▲
Q1-2025 $0 $34.6K ▼ $-34.6K ▲ 0% $-0.001 ▼ $-34.6K ▲
Q4-2024 $0 $37.831K ▲ $-37.831K ▼ 0% $0 ▲ $-37.831K ▼
Q3-2024 $0 $29.731K ▲ $-29.731K ▼ 0% $-0.001 ▼ $-29.731K ▼
Q1-2024 $0 $8K $-8K 0% $-0 $-8K

Balance Statement

Period Cash & Short-term Total Assets Total Liabilities Total Equity
Q2-2025 $0 $96.769K ▲ $390.093K ▲ $-293.324K ▼
Q1-2025 $0 $35.117K ▲ $310.376K ▲ $-275.259K ▼
Q4-2024 $0 $25.217K $265.876K $-240.659K

Five-Year Company Overview

Income Statement

Income Statement APAD is a pure SPAC, so its income statement is essentially empty from an operating standpoint. It has no revenue, no core business activity, and only minor accounting items such as listing costs, admin expenses, and interest on the trust account in the background. Earnings per share have been slightly negative, which is typical for SPACs as setup and ongoing costs slightly outweigh any interest income until a merger occurs. In practical terms, there is currently no operating profitability to analyze because there is no operating business yet.

Balance Sheet

Balance Sheet The balance sheet of a SPAC like APAD is largely a reflection of cash held in trust for shareholders, offset by obligations tied to redeemable shares and SPAC structure. The simplified data here shows no traditional operating assets, no meaningful fixed assets, and no conventional corporate debt. Economically, APAD is mainly a pool of cash raised in the IPO plus equity, with limited other assets or liabilities. The real balance sheet will change only when a merger target is identified and acquired, at which point actual business assets, liabilities, and goodwill will appear.

Cash Flow

Cash Flow Cash flow information is limited, which is common at this stage. For a SPAC, day‑to‑day cash flows are modest and mostly relate to small operating expenses, while the bulk of the IPO proceeds sits in a restricted trust account. Until a deal is announced and executed, cash flow analysis tells very little about future prospects. The main cash flow event to watch for in the future will be the use of trust funds to finance an acquisition, along with any redemptions by shareholders at that time.

Competitive Edge

Competitive Edge As a shell company with no operations, APAD’s competitive position is defined more by its management team, deal‑sourcing network, and sector focus than by products or market share. It operates in a crowded SPAC space, where many similar vehicles compete to find attractive targets. Its stated focus on leisure and entertainment, and its leadership’s prior experience with an entertainment‑focused SPAC transaction, may help it access specific deal flow, especially in Asian media and entertainment. However, until a target is named, its competitive edge remains theoretical and tied to reputation rather than demonstrated business performance.

Innovation and R&D

Innovation and R&D APAD itself has no products, services, or research pipeline, so there is no traditional innovation or R&D to evaluate. All meaningful innovation will come from the company it eventually acquires or merges with in the leisure and entertainment space. For now, the only “intangible asset” to consider is the management team’s experience and their ability to identify an innovative target. The true picture of technology, creative content, or product differentiation will only become clear after a specific target is announced.

Summary

APAD is a blank‑check company: a financial shell with no operations, no revenue, and no business assets beyond cash in trust. Its financial statements are intentionally simple and largely reflect IPO proceeds and minor operating costs rather than an ongoing enterprise. The future story—both upside and risk—depends almost entirely on which leisure and entertainment business it chooses to merge with, how that deal is structured, and how that future company performs. Until then, analysis is mainly about structure, timelines, and management quality, rather than traditional fundamentals or operational trends.