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SDHI

Siddhi Acquisition Corp

SDHI

Siddhi Acquisition Corp • NASDAQ
$10.23 ▼ -0.49% (-0.05)
Market Cap $361.86 M
52w High $10.45
52w Low $10.00
Dividend Yield 0%
P/E 0
Volume 16.00K
Outstanding Shares 35.37M

Income Statement

Period Revenue Operating Expense Net Income Net Profit Margin Earnings Per Share EBITDA
Q3-2025 $0 $154.297K ▼ $2.842M ▲ 0% $0.1 ▲ $2.842M ▲
Q2-2025 $0 $8.473M ▲ $-5.606M ▼ 0% $-0.16 ▼ $-8.473M ▼
Q1-2025 $0 $43.85K $-43.85K 0% $-0.001 $-43.85K

Balance Statement

Period Cash & Short-term Total Assets Total Liabilities Total Equity
Q3-2025 $759.129K ▼ $284.135M ▲ $16.659M ▼ $-15.768M ▼
Q2-2025 $884.323K ▼ $281.309M ▲ $16.676M ▲ $-15.614M ▼
Q1-2025 $3.157M $3.582M $3.666M $-83.767K

Cash Flow Statement

Period Net Income Cash From Operations Cash From Investing Cash From Financing Net Change Free Cash Flow
Q3-2025 $2.842M ▲ $-125.194K ▲ $277.38M ▲ $0 ▼ $-125.194K ▲ $-125.194K ▲
Q2-2025 $-5.606M ▼ $-383.876K ▼ $-277.38M ▼ $275.491M ▲ $-2.273M ▼ $-383.876K ▼
Q1-2025 $-43.85K $0 $0 $3.156M $3.156M $0

Five-Year Company Overview

Income Statement

Income Statement SDHI never developed an operating business, so its income statement is essentially empty. As a SPAC, it did not generate revenue, gross profit, or operating income from products or services. The only activity would have been modest costs tied to being a public shell and pursuing a merger, which typically result in small net losses rather than ongoing earnings. In other words, there is no underlying business performance to analyze here, just the expenses of running the SPAC structure.

Balance Sheet

Balance Sheet The balance sheet for SDHI is best understood as a temporary cash pool rather than a traditional operating company. SPACs generally hold investor capital in trust while they search for a target; they do not build up factories, inventories, or intellectual property. Once the planned merger was withdrawn and the SPAC’s life cycle effectively ended, the key balance sheet question became how and when that cash was returned, rather than how assets were being grown or leveraged. There is no long‑term asset base or capital structure to evaluate in the usual sense.

Cash Flow

Cash Flow Cash flows for SDHI would mainly reflect money raised from investors, interest on cash held in trust, and outflows for legal, advisory, and listing costs. Without a completed merger, there is no operating cash flow from customers and no meaningful investment in long‑term projects. Over the life of the SPAC, the pattern is typically initial inflows at formation and IPO, followed by relatively modest outflows, and then a return of remaining capital when no deal is completed. This makes its cash flow profile very different from a normal technology or services company.

Competitive Edge

Competitive Edge SDHI did not compete in the technology or information services market the way a normal operating company would. Its “competition” was other SPACs and private equity vehicles also looking to acquire attractive targets in consumer, food, and wellness spaces. Its edge, to the extent it had one, came from the perceived quality, network, and reputation of its management team, not from products, technology, or market share. Once the merger plans were withdrawn, any temporary competitive positioning as a SPAC effectively disappeared.

Innovation and R&D

Innovation and R&D SDHI did not conduct traditional research and development and did not own products, patents, or proprietary platforms. As a blank check company, its main “innovation” was intended to be financial and strategic: using a SPAC structure plus a specialized management team to bring a promising private business in food, beverage, sustainability, or wellness to the public markets. Because no merger was ultimately completed, none of this translated into a lasting innovation base, technology portfolio, or durable moat within SDHI itself.

Summary

SDHI functioned purely as a SPAC shell and never transitioned into an operating technology or services business. Its financial statements mainly capture administrative and deal‑related costs rather than normal commercial activity, and its asset base was essentially investor cash held temporarily. With the withdrawal of its planned merger and the likely wind‑down of the vehicle, there is no ongoing business model, cash‑generating engine, or innovation platform to assess. Any future relevance lies with what the former management team does in new ventures, not with SDHI as a continuing company.