Hello, and welcome to Charter's Investor Meeting. I'm Stefan Anninger, and I lead Charter's Investor Relations team. Today's event will start with prepared remarks from Chris Winfrey, our President and CEO. Chris will discuss Charter's growth opportunities and strategy. Rich DiGeronimo, our President of Product and Technology, will discuss our network evolution path and product development. Finally, Jessica Fischer, our CFO, will discuss our financial outlook and our capital allocation strategy. At the end of prepared remarks, we will post today's slide presentation on our Investor Relations website at ir.charter.com. After the formal remarks, which will last about an hour, there will be a Q&A session. Before we proceed, I would like to remind you that there are a number of risk factors and other cautionary statements contained in our SEC filings, including our most recent 10-K and 10-Q. We will not review those risk factors and other cautionary statements during today's event. However, we encourage you to read them carefully. Various remarks that we make during today's event concerning expectations, predictions, plans, and prospects constitute forward-looking statements. These forward-looking statements are subject to risks and uncertainties that may cause actual results to differ from historical or anticipated results. Any forward-looking statements reflect management's current view only, and Charter undertakes no obligation to revise or update such statements or to make additional forward-looking statements in the future. During the course of today's event, we will be referring to non-GAAP measures as defined and reconciled in our quarterly results materials, which can be found on our Investor Relations website. These non-GAAP measures, as defined by Charter, may not be comparable to measures with similar titles used by other companies. Please also note that all growth rates noted during today's event and in the presentation are calculated on a year-over-year basis unless otherwise specified. With that, I'll hand it over to Chris Winfrey. Thank you, Stefan Anninger, and thank you for all of you for being here this afternoon. I'm really thrilled and excited to be Charter's new CEO. This is a unique time in our industry, both with some new challenges as well as some new opportunities. That's always been the case with the cable industry. If you think back to where it came from from the 1950s, starting out with broadcast community antenna television to what we're gonna talk about today with converged Gb connectivity. Make that pitch to people when they're coming to work in the industry or coming to work for Charter and say, "Tell me another industry that's been around, that's existed, and has continued to reinvent itself since the 1950s." You'd say, "Well, why does that matter?" For an employee, it matters because it's not just a job, it's the opportunity to have an entire career here, a fulsome career. From an investor perspective, it matters as well because it means that we have more opportunities to continue to introduce new products, new revenue streams, new ways to grow. The downside to that is investors will say, "Geez, you know, it's always with cable and another investment cycle." I would say, "Yes, but always with additional growth." Part of the issue is people take a look at these investment cycles, which generates new product and new revenue, and fail to adjust the perpetuity growth, which is really how you generate shareholder value. This industry and this company has been very successful with that over the years. None more than I would argue, Charter, who I think we're extremely well positioned. We have great assets and we have significant scale. Our network already passes 55 million passings. We have 500 million connected devices to our network every single day, and we have Gb everywhere we operate. We didn't upgrade just portions of it or where it was attractive. We upgraded everywhere, and that's not what our competitors have done. We have great products. We have the fastest internet, we have the fastest Wi-Fi, fastest mobile overall speeds, and we're the fastest growing mobile provider, and we get to do all that while we save customers significant amounts of money. Now, it's not good enough just to have great products and pricing. You have to have a high quality service, and we've made that investment already. Our sales and service functions are essentially fully insourced, and we've made the investment as well for the digitization of service, not so that we can just save money, but so that we create higher customer satisfaction, which is driving down transactions and driving down churn. It has a financial benefit for us as well. If you step back for Charter, we have great assets. We have a consumer-friendly operating model. As Jessica's gonna talk about, we have a long-term oriented capital structure that allows us to execute on opportunities in all economic climates. That doesn't mean that we don't have challenges. As everybody knows, we have fiber overbuilders today. We have for a long time. These fiber overbuilders have announced significant builds. Some of them are more refocused with recent divestitures, and others have been recapitalized, and others are more aggressive local overbuilders. Now, I have never seen an overbuilder in my years of cable that's actually had a great ROI, but history has a tendency to repeat itself, and that's what we're witnessing today. The second category here shown on this slide is that inferior and limited fixed wireless alternatives, they're new, which is the challenge. The reality is, I think, in every bit of work that we've done, is that their ability to scale, either from a penetration or usage perspective, is gonna be limited. In the meantime, it is a new entrant into the footprint, and we're dealing with it. The biggest driver to our market act or growth today really has been the fact that we pulled forward so much demand inside of COVID and then met on the back end with very low market activity, which just really translates to lower selling opportunities. The last two points on this slide I think take care of themselves over time, and fiber overbuild is not new, but we've always faced competition, and so the speed and the quality of our response matters. The next slide shows how that's developed over time. If you take a look, this is the gigabyte overlap inside of our footprint now at 44%. The key difference for us is that, as I mentioned, we're Gb everywhere we operate. We didn't red line. We didn't take the most attractive pieces. We provide Gb service everywhere we operate. As you're gonna hear a lot about today, we have a faster and lower cost path to upgrade. That's great, but what that suggests is that what matters is the speed to the modem. If it were 15 years ago, and I'd asked you, what's the speed at your house? You would have gone with an Ethernet cable to the back of your computer, and you would have been right. That was the speed of your internet. If I'd asked you five to ten years ago, five years ago even, what's the speed? You would have sat on your couch or out on your porch, and you said, "That's the speed of my Wi-Fi." If I ask you today, as you're pulling out of the garage and moving down the road, who's your internet provider right now? Where are you getting your connectivity from? Your answer might be, I don't care. I don't know. It just has to work, and it has to be fast. If that is the definition of connectivity, seamless connectivity, or as Rich is going to talk about, Gb wireless, then there's only one provider inside of our footprint that can provide that service, and it's Charter. To give you a sense of how we're trying to educate the market about convergence, about the seamless connectivity, let's take a look at a spot that those of you in footprint, I'm sure you've seen before. The future of connectivity is here, where mobile and internet work hand in hand to create one seamless network that works to automatically block threats. Powerful enough to run smart cities, yet made for you. This is Spectrum One. Internet, Advanced WiFi, and mobile working together as one. That's seamless connectivity. That's Spectrum One. For those of you that haven't seen that, I hope you enjoyed it. The key message here is that we have a product set and network capability that none of our competitors can really match. We have a structural advantage. We have the ability to go Gb wireless everywhere we operate. Our largest competitors, they have wireless marketed nationwide, but the reality is they don't have a wireline footprint or a sufficient wireline footprint to be able to marry it up and provide that converged product. Take AT&T, big national wireless operator, their wireline coverage, what? Maybe 40%, of which a third maybe is upgraded. They don't have a path to a ubiquitously converged product today. As far as I can see, they don't have a path to that in the future. Even if they could, remember 70% roughly of their revenue is tied to mobile at very high prices. It's very difficult for them to follow where we go. If you think about the other telcos or the other overbuilders, they either have an even greater wireline footprint problem or don't have a mobile product in the beginning. If seamless connectivity is what customers demand, and I would argue that it is, convergence is what we offer and we can. If that's the definition of the new definition of connectivity or internet, there's only 3 million of our 55 million passings that have that product today. That's really the growth opportunity for Charter going forward. Even prior to convergence, even prior to the seamless connectivity, our strategy is working in the marketplace. We have a better mobile product, a faster mobile product in the marketplace, and we have a better price. If you take a look at the graph, what you'll see is that we are the fastest-growing mobile operator inside of our footprint today prior to what we call Spectrum One. The way we do that is by what I said, having faster speeds and having better price. If you are AT&T or a Verizon customer, the typical two-line household is gonna spend $140, $150 a month. At Charter, those two lines are $60 a month. We save customers roughly $1,000 a year with what I would argue is a better product. Pretty compelling. Now, as an incoming CEO, people say, you know, "What's your new initiatives? What are you gonna do fundamentally different?" I started out this conversation by saying, we have a really good, high-quality operating strategy, and fundamentally, we're not changing anything major. We are, however, gonna accelerate certain initiatives, and that's what I'd like to go through today. First and foremost, evolution, then expansion, and then execution. Three big buckets that we're gonna talk about today. In evolution, it's network evolution, which is the upgrade of our network through high split and DOCSIS 4.0, seamless connectivity, which is converged Gb wireless, and then video transformation that we're gonna talk about as well. In the expansion side, it's network expansion through both the rural footprint, through RDOF and all the additional subsidy funding that's coming through. Also inside of our existing markets, where there are opportunities that given the returns that we have, that we have new opportunities to go build inside of our existing footprint. The third bucket is execution. You can have great products, have great pricing, but if you don't have great service, it's not going to work. We'll continue to invest in our service infrastructure, and that hasn't changed. That includes investing in our employees as well as our digital infrastructure. On network evolution, the first piece of evolution, you know, Rich DiGeronimo is going to spend a fair amount of time talking about our highly flexible network evolution path. The key points I want you to get from me is we're targeting to be done with that in the next three years. The second piece is that we're gonna start off with 2 gig by 1 gig speeds. We're gonna have network capabilities of going to 10 Gb per second through DOCSIS 4.0. We're gonna be able to get all of that at a targeted cost of $100 per passing. Some of you are doing the math and you're saying, "Chris, I get it. $100 per passing, that's so much better. That's a fraction of the cost of your competitors." You're right. You've got 55 million passings, isn't that $5.5 billion? The answer is yes, it's a lot of money. In the context of our overall revenue, in the context of the overall size of the company, the fact that it's gonna occur over three years and what we get for it, really low cost compared to the value that we get, we think it's worth it, and we think everyone else would agree as well.Finally, you know, as network evolution, today, We're selling 100 Gb services on the increment symmetrical for our enterprise clients. That upgrade to make it ubiquitously available across our entire footprint, that'll be complete by the end of 2024. We have a powerful enterprise product, 100 Gb per second symmetrical, the ability to sell that across our entire footprint. The key is our network is able to remain flexible, fast, and very cost efficient, and it's way more competitive in terms of our speed and cost to get there than any of our competitors can provide, and we do it everywhere. On evolution, the piece I talked about already was the transition to seamless connectivity offerings, Gb wireless, which Rich is gonna talk about more. You know, you've seen the commercials, and I'm gonna show one in a second, but what is Spectrum One? Well, Spectrum One is flagship internet, Advanced WiFi, and our unlimited mobile line, all for the price point of $49.99 in year 1. It already offers an integrated set of products that work better together. It's faster, it's more reliable, and it has a better and more secure connection. It allows us to offer this product nationwide, not just in pockets, nationwide to have this Gb wireless everywhere we operate. We're gonna talk about more product features because this is just the beginning. You'll hear more about Mobile Speed Boost, the Spectrum Mobile Network, which is a very small portion of our footprint that have those services today, but it's gonna expand very quickly, which is gonna bring more value into the converged bundle that we're providing. Now, Spectrum One, is that the brand forever? Is the pricing and packaging gonna be exactly where we land for the longer term? I don't know. Right now, it's working very well. That doesn't mean that we're not gonna pivot and modify along the way. So far, it's working well, and we're gonna be flexible. The key point is we have the key assets, and we have the ability to go to market in a way that I think is really attractive and very competitive. Let's take a look at the way that we go to market, specifically with direct consumer advertising. The Internet of Things is evolving, creating the Internet of You. Spectrum, America's leading internet provider, is bringing you seamless connectivity across all your devices. Introducing Spectrum One, Spectrum Internet with speeds of 300 Mbps for smoother surfing, streaming, gaming, and more. Advanced WiFi for enhanced security and privacy on all your devices. One line of Spectrum Mobile with unlimited talk, text, and data, and nationwide 5G included. Get it all for just $49.99 a month. Call 833-976-4999. Pretty compelling, right? If that's the product and pricing and packaging that we can offer in the marketplace, I think that's what we all want. It's what we all expect from connectivity. While, yes, we have significant upside in Internet penetration today, we're only at 55%. With the speed that we have today, Gigabit everywhere, and the speeds of where we're going, I think that is going to continue to increase. If the real product is the seamless connectivity, only 5% penetrated, and that's the pie chart in the middle here. Significant opportunity. Another way to think about it is the amount of communication services that we earn out of the household. As you see on the far right, it's pretty small. We have a big opportunity to continue to grow here by providing high-quality products, pricing, and packaging that our competitors can't replicate, and marrying that with high-quality service and continuing to invest in our network. I haven't talked about video. Does that mean that video is no longer relevant? It doesn't matter to us? No, that's not the case. Video is very important to us. In fact, having a high-quality video product is critical for us to be able to have a connectivity service that customers wanna take and keep because, you know, about 50% of our customers today, our connectivity customers, they still take video. I would argue that inside of our footprint, we have by far the best video product of anybody in the marketplace. Why do I say that? Expanded basic. You want that on a traditional set-top box? Of course, you can have that. You want premium channels, you want it available inside the home on all your iOS devices, Android devices, gaming system. You want Mi Plan Latino, you want Choice 15, you want Essentials, you wanna have all that content inside the home, outside the home on various devices, aggregated together with apps on Spectrum Guide and have a ability to pick your package and pricing the way that you would like. I can't think of anybody else in the marketplace that provides that high-quality video service. The problem we've had isn't so much the quality of the product. The problem we've had is affordability. When customers can't afford it, they start to move into different space. We see where the puck is moving, and we watch into an app-driven world. We put together a joint venture together with Comcast, which has been labeled or branded as Xumo. Together with Comcast, we'll be deploying that later on. The idea there is to combine the app platforms that exist in an operating system, whether that's on a retail TV or whether it's on an IP set-top box that we needed anyway. To marry that together with different apps for unified search and discovery allows us to participate in the advertising revenue of these apps, as well as subscription revenue, as well from some of the direct-to-consumer products. At the same time, to be able to marry that with live video television. At the end of the day, whether that customer at the beginning or later on takes our video product, it gives us a different type of relationship to be able to solve the video equation for that customer according to their budget. It's an opportunity to continue to participate in the video space and add value to our connectivity services. Let's talk a little bit about expansion. Why? Why did we enter into RDOF? Why are we willing to spend this kind of capital into this program? I think you have to take a look at rural construction similar to the way that we think about M&A. We're building new passings. We're expanding our growth opportunities. We're filling out our DMAs. You know, we had a unique moment in time. It's even bigger, coming down the next few years, to be a scaled operator, construct at this pace, and to cooperate with our local communities, state and federal government, to actually bring broadband infrastructure to areas that don't have it today. We have a great return as well, most importantly. We're able to earn mid to high teen IRRs inside of these builds. At the same time, that doesn't include the opportunity that some of this rural build that we're doing today is gonna turn into suburban footprint. Some of that footprint that we build out today is gonna feed the next wave of construction opportunities and future growth for us as well. This has a longer payback, cash-on-cash payback than we typically had gone with in the past. Given the internal rate of returns and the certainty around penetration and what we're able to get out of this over time, it made sense for us, it made sense for our communities, and it's gonna be a great project for us. There's more of it coming. Not only do we have RDOF, which was $5 billion of build for us, of which $1 billion was subsidized, but there's more coming down the pipe. Charter's the largest rural builder inside of the country today. We're the largest successful winner of RDOF, and we had a lot of experience and confidence already coming from the New York State upstate build. We have a machine that's up and running, and we've been able to participate in ARPA programs, state grants, and we're getting prepared for the $42.5 billion of BEAD infrastructure funding. That's on the rural side. We also have non-rural construction, where, as I mentioned before, there are opportunities for us to expand our existing network inside of our existing footprint at relatively low cost because of the type of penetration that we know we can get. We've already started to ramp up residential SMB, greenfield, new market fill-in, with inside of our existing footprint as well. The map that you're gonna take a look at here, it really excites me. This is our RDOF footprint. Just to step back for a second, this is the Charter footprint in dark blue. It's 800,000 mi of infrastructure. If you take a look at the light blue that's on this map, it's over 115,000 mi of new infrastructure, fiber to the home build as part of the RDOF plan. The light green is actually the new stuff that we've won through ARPA and through state grants, you've got another 20,000 mi. When you think about the 115,000 mi and the 20,000 mi in the context of our existing 800,000 mi of plant, this is a very big build. As you'll see on this slide, what it really does is it opens up the opportunity not just for growth. I've blown up the east side of the country here. Not only does it open the opportunity for new homes, penetration inside the light blue and the green, but it really creates the opportunity for additional expansion down the road. Here's a slide that I think is really helpful to take a look at. This is a market where we have a gray footprint. That's our existing footprint today. If you take a look at this, you'll see the blue. That's RDOF. If you take a look at the gold, that is a state grant where we have fill-in. What you see by this is that when we had the gray footprint, our existing footprint, we were able to design connectivity and bid on these areas because we knew that we'd have connectivity, and we could expand our footprint. The other pieces weren't available at the time, the state grants came around, and we used that to fill in, you know, the additional pockets. The other way of looking at it is, if we didn't build it, somebody else would. We'd have a gray area with a bunch of different colors that I don't think any of us would like to see. I prefer the gold and the blue. On execution, Jessica's gonna spend a little more time on this as we get into it and really tie it to the financial benefits, we continue to invest in digitization of our service. We're at the very early stages of where this can go, artificial intelligence, machine learning, and meeting the customer with self-service, you know, wherever they wanna be. At the same time, we continue to invest in our physical service infrastructure. It's really important to us. That includes investing in our employees. Proactive maintenance. Most people are familiar that we have proactive outage management, which lets you know if there's an outage in the area. You know, here's the outage, here's the estimated time for repair. No need to give us a call. We'll give you a call when it's repaired. If you want all that available through our app, through portals, through telephone, you know, whichever way you wanna communicate, that's not what this is. Proactive maintenance is before you even have an issue. You may have an impairment in your home that you don't even know exists. We're gonna give you a call, send you a text, send you an email, notify you through the app, whichever the way that you've notified us that you'd like to be communicated with. We're gonna tell you, we know you don't have an issue today, but we see an impairment. It's either in your drop, in your in-home wiring, or your CPE. We now have the telemetry that can tell us exactly where that problem is, and we're gonna schedule a trouble call at your convenience to go address that impairment before it ever becomes an outage. It's a fundamentally different experience for the customer. Did 600,000 of those this year. We're probably gonna double that next year to be more proactive on this. Finally, on this page is investing in systems. While this may not be the most attractive piece, it really is important in terms of accelerating our speed and removing the opportunities for us to have points of failure in execution. The basic point here is we did a great job, the world's largest ever cable integration, as far as I know, maybe the world's largest telco integration ever. What we did is we unified all of our front-end systems for the benefit of our customers and for our service agents, so we operate as one company. Underneath, we have, you know, legacy systems that sit, and so we're gonna invest the time, and we're gonna invest effort and some money along the way, it's a multi-year period, to allow us just to go faster and to have even better execution in our service. There are other value drivers here at Charter, and I won't have the time to go spend time on Spectrum Enterprise, Spectrum Networks, Spectrum Reach, which is our advertising group. A couple things I do wanna mention. Community affairs. Our network product or pricing or service has a significant impact in the communities that we serve, and that's at the local level, the state level, and the federal level. The way we act and the things that we do has an impact, and it goes, you know, it goes both directions. We pay attention to how we impact our community really in every operating decision that we make. From a balance sheet standpoint, because we have a high quality cash flow, sustainable cash flow, and growth, our operating model permits a balance sheet strategy that has been and will be a significant contributor to our value creation. Finally, on this slide, M&A. If attractive M&A presents itself, we've done plenty of it before successfully. If it presents itself, we're gonna do it, if it's at an attractive price. If it's not there, and if it's not an attractive price, we'll stay disciplined, and we'll continue to go run our operating model, which has proven to create shareholder value. We have other ways to grow through organic investment, like build-outs, which is pretty similar to M&A. As I wrap it up here, I just want to let you know, we are dedicated to long-term shareholder value creation. Some people ask, you know, "What is it as a new CEO that you believe?" I believe in having a consumer-friendly product, pricing and service strategy that creates value for Charter's consumers and our local communities, as well as long-term careers for Charter's employees, which benefits us in our service in the long term. I believe in being fearless and being transparent and doing the right thing all the time, especially when it's hard. Integrity matters. It takes a career to create. It takes a moment to lose, and credibility is key to our ability to execute, and I believe we have that credibility. We're committed to consistent long-term investing, which creates higher generational growth. We believe in having focused investments. We know who we are. We actually know who we're not, and that's equally important. I think from a capital investing perspective, I think the industry can move faster. We've ultimately always gotten to the right place, but I think some of it is the industry's been worried about short-term capital market reactions. Here at Charter, we have a lot of quotes, that we use internally. One of those is, from Tom Rutledge, which is, "There's very few problems in cable that selling more cable won't solve," and we wake up every day thinking about that. One of my own is, the best path to lower capital intensity is actually just having higher revenue. We have confidence in our business plan, and that permits Charter to be opportunistic across market cycles and execute on both organic and inorganic investment opportunities. In sum, we have a proven levered equity return model for long-term oriented public shareholders and debt capital market providers who provide, who share Charter's long-term vision. As part of that, we have a very supportive board, and in fact, we have two of the most successful cable investors globally in both Liberty and Advance/Newhouse, and we're really grateful for that. The outlook here at Charter is very bright. I'm thrilled, and I'm honored to succeed Tom Rutledge as CEO here. I'm now gonna hand it over to Rich DiGeronimo, who's our President of Product and Technology, to walk through our network evolution plans in more detail. Thank you. Thank you, Chris. It's a real pleasure to be here. Today I will describe the current and future state of Charter's connectivity evolution. Our connectivity product suite includes 3 products, the multi-gig broadband, Advanced Wi-Fi, and the Spectrum Mobile Network. I will also describe that when these 3 products are combined together, we create a new class of connectivity. Starting first with multi-gig fixed broadband, Spectrum is currently the nation's fastest internet. In Ookla's Q3 report, it shows Spectrum is number 1 for fixed broadband speeds, and the FCC's Measuring Broadband America report states that Spectrum has the most reliable service. We also have the most gig-enabled passings within our 55 million passings footprint. Our current network speed capabilities exceed nearly all product and device requirements, and residential customer usage is still heavily weighted to downstream, with about a 14 to 1 downstream to upstream ratio. While we are the nation's fastest internet today, we intend to continue to provide the fastest speeds, and we are going to do this through a capital efficient and expeditious evolution in the following steps. In the first step of Charter's network evolution, which covers about 15% of our footprint, the total Spectrum increases to 1.2 GHz. This will enable multi-gig downstream speeds. The Spectrum expansion to 1.2 GHz is like an acquisition of approximately 400 MHz of Spectrum. This Spectrum increase occurs in the hub, the node, and the amplifier, largely via module upgrade to existing equipment. Additionally, more Spectrum is utilized for upstream, which is commonly called a high split. The upstream Spectrum increases from 42 MHz to 204 MHz, which then enables Gbps upstream speed. This is a 30 times upstream speed increase from current state. We've initiated this step in four mid-sized markets this year, and again, this step will encompass about 15% of our footprint. We will start step two of our network evolution deployment in early 2024. In step two, we will continue our 1.2 GHz Spectrum expansion, but we're going to modify our approach and utilize what's called DAA or Distributed Access Architecture. DAA moves radio frequency generation from the hub to the node via what's called a Remote PHY Device or an RPD. This is a new module that fits inside most of our existing node equipment. It also introduces a virtual CMTS to the hub, and data is now delivered in IP over our existing fiber between the hub and the node. This step has the capability to deliver up to 5 Gb per second in the downstream when using a new DOCSIS 4.0 modem, which will also be available in 2024. This step will encompass about 50% of Charter's footprint. Our deployment of DAA with the virtualized CMTS and the Remote PHY Device is a nearly identical architecture to Comcast and other cable operators. We are collectively driving a global standard. In late 2024, in the remaining footprint, our intention is to fully deploy the next generation of DOCSIS or DOCSIS 4.0, by utilizing a new Remote PHY module in the node and upgrading the remaining amps. With this third step, we will also utilize Distributed Access Architecture, but we'll increase the Spectrum to 1.8 GHz, which will increase the downstream speed capability up to 10 Gb per second. This third step will cover the remaining 35% of Charter's footprint. Our intention is to purchase these 1.8 GHz components, like the RPD node, modules, and amplifiers at a similar price as the 1.2 GHz components, given our large deployment scale. Our intention is not to go back to step one and step two markets with the end-to-end 1.8 GHz architecture. However, we will incrementally deploy these new components, like the D4.0 modems and the 1.8 GHz amplifiers, as part of our normal replacement cycle, which will reduce the volume and cost of change if or when we go back to the first markets. The advantage of Distributed Access Architecture is that the node has modular capabilities, including Ethernet input speed, DOCSIS 3.1 or DOCSIS 4.0 RPD modules, 1.2 GHz or 1.8 GHz amplifiers. It also has fiber outputs to the home, which is enabled via a module called a remote OLT. The remote OLT is what we're using in our rural fiber build-outs. We're expanding our fiber footprint by over 100,000 mi, and that is just for RDOF. Over time, the output speed will increase and become faster than 10 by 10 Gbps. It could go to 25 by 25, 50 by 50, and even up to 100 by 100 Gbps. This fiber output will be available on the increment for the highest powered users on a success basis, so we can relatively quickly deploy fiber to the premise. It's fiber on demand. This is a highly flexible architecture that enables multiple options over time. To sum up our network evolution, we are currently the nation's fastest internet, and we will keep getting faster. We have the near term capability to be gig symmetrical and multi-gig in the downstream. We are targeting that over 85% of our footprint will be capable of an up to 5 Gb per second service by end of year 2025. At that time, a 10 Gb per second service will be available in a large portion of our footprint. We can deploy this network evolution quickly as there are a de minimis amount of legacy video set-top boxes that need to be replaced. The physical work, such as the node and the amp upgrades, they can be done overnight. There is no construction required. We intend to be essentially complete with this full footprint deployment by the end of 2025. The upgrade will not be limited to portions of our area as we will light up our entire footprint to have a ubiquitous speed, superiority, marketing, and service message. We will deploy the network evolution steps one through three in a capital efficient way with a target cumulative cost of $100 per households passed. We will also avoid a portion of the regular access network augmentation costs like node splits. We believe that this evolution will further reduce customer calls and technician visits, which will deliver an even more reliable customer experience. From a Spectrum expansion standpoint, we are effectively acquiring 1 GHz of Spectrum. By way of an admittedly rough comparison, the C-band auction for 300 MHz of Spectrum cost $81 billion, plus relocation costs of $13 billion, and the additional cost to deploy that Spectrum. It all cost over $100 billion. Whereas Charter is acquiring and deploying over 3 x the amount of C-band Spectrum for about 5% of the cost. We are delivering that Spectrum over a wire directly to the home. You can have a multi-gig fixed broadband network to the home, but if your Wi-Fi can't keep up, then it's a waste, as the internet experience is largely delivered over Wi-Fi via short distance. Now I will focus on our Advanced WiFi product. Spectrum was recently rated the nation's fastest Wi-Fi by Ookla. Here is a commercial that showcases our Wi-Fi leadership. Hey, man. Are you Alpocalypse four twenty-three? Yeah. What's the deal? You got me running all over the place day and night. Oh, I have Spectrum now. Fastest Wi-Fi speeds around. Oh, that's cool. How about we just pump the brakes, though, you know, now and again? This thing's like 2,000 pounds. You wanna hold it? Yes, I do. Well, you can't, 'cause it'll whip your arms right out of your body. Then how are you gonna play your game? I'm sorry. It's just really, really fast. What if I just split your house in half with my war hammer? It still works out here, so... Spectrum One delivers the fastest Wi-Fi speeds in the nation. That's game-changing speed. That's Spectrum One. Charter's Advanced WiFi product is available and sold across 100% of our footprint. We have over 11 million homes utilizing this Advanced WiFi product now. Our Advanced WiFi has great features such as parental controls, which enable WiFi pausing and scheduling. Device management, which can alert the user when a new device connects. Bandwidth optimization, which dynamically selects the least contented frequency and channel. Spectrum WiFi Pods, which provide great reach, like to a doorbell camera, to your basement or to your yard. Great hardware. This is a Red Dot Design Award-winning router. We also have Security Shield, which monitors and blocks cyber threats to websites and devices. Here is a commercial that demonstrates our commitment to network security. Spell your mother's maiden name. M&A... Wait, what? Will you be my friend and tell me your Social Security number? Hey, Mom! Social Security number? 231. Why are you asking? Accessing banking data. At Spectrum, we think if it's connected to your Wi-Fi, it should be protected. Spectrum Advanced Home Wi-Fi blocks threats from the outside so you can relax on the inside. Two sugars, no milk, please. Okay. Of the nearly 500 million devices connected to our network, over 450 million devices connect over Wi-Fi. They connect over the nearly 400 MHz of total Wi-Fi Spectrum in the 2.4 and 5 GHz Wi-Fi bands. We are deploying Wi-Fi 6E next year, which opens up an additional 1,200 MHz of Wi-Fi capacity. Wi-Fi 6E can deliver 2 Gb per second, and that will grow to 10 Gb per second with Wi-Fi 7, which we will deploy shortly thereafter. Our Wi-Fi speed roadmap will match our multi-gig fixed broadband speed roadmap as the customer internet experience is largely delivered over Wi-Fi. While the Advanced Wi-Fi product features are excellent on a standalone basis, the greater value of Advanced Wi-Fi is how it connects the multi-gig fixed broadband to the Spectrum Mobile product. This unique combination allows us to create a differentiated and unrivaled converged connectivity experience for our customers. The first example of how we converge the connectivity products is called Mobile Speed Boost. In this example, the customer's purchase home Internet speed is 300 Mbps per second in the downstream. The customer with a non-Spectrum Mobile phone or a phone from another mobile network operator, they do a speed test, and they get 300 Mbps per second, which is the purchase speed. The customer with the Spectrum Mobile phone does a speed test and is getting 1 Gb per second. Both of these customers are on the same home Wi-Fi network. Mobile Speed Boost has recently launched, and we will be fully rolled out early next year. The Mobile Speed Boost will grow over time based upon the network evolution of the multi-gig fixed broadband network that I just discussed. I have gone through our multi-gig fixed broadband network and Advanced WiFi product evolution, now I'll focus on the third connectivity product, Spectrum Mobile. Via our strong relationship with our MVNO partner, Verizon, and in combination with our nation's fastest Internet and Wi-Fi, Spectrum Mobile has the fastest speed. Spectrum Mobile was also the fastest growing mobile provider in the nation, our intention is to maintain this leadership position as we expand the Spectrum Mobile Network, which I will now describe. The Spectrum Mobile Network is enabled to customers that subscribe to both Spectrum Mobile and Spectrum Internet. These Spectrum Mobile customer devices auto connect securely to the Spectrum Mobile Network. The Spectrum Mobile Network is comprised of the following components: in-home Advanced WiFi access points, which I just described, that also broadcast the Spectrum Mobile SSID, out-of-home access points, like in a small business or in a venue that broadcasts the Spectrum Mobile SSID, other networks with which we partner, and our 5G CBRS hybrid mobile network. Currently, 85% of traffic to a Spectrum Mobile phone is over Wi-Fi and the rest is over the cellular network. Our intention is to enable a greater percentage of traffic to traverse the Spectrum Mobile Network. Via our own assets and as we partner with others to extend network connectivity, Spectrum Mobile customers now have access to 25 million access points on the Spectrum Mobile Network. The number of total access points will double to over 50 million over the next few years. For another admittedly rough comparison, these 50 million access points or radios, they compare to a total of about 400,000 cell sites for all mobile network operators across the nation. Charter customers will have access to greater than 100 x more radios than all of the MNO cell sites in the country. The Spectrum Mobile network also includes the 5G CBRS hybrid mobile network. We launched a commercial grade employee trial in one of our largest DMAs this year with 20 MHz of CBRS PALs and also the use of GAA. We are in the process of evaluating the user experience and amount of traffic that stays on the 5G CBRS hybrid mobile network. Based upon this evaluation, we will determine the number and locations and pace to deploy in 2024 and beyond. Individually, each connectivity product is currently the fastest and most superior. We have the fastest Internet in the nation, the fastest Wi-Fi in the nation, and the fastest mobile service. We are really proud of the individual leadership of each of these three products. When brought together, the combination of the three products creates a new class of connectivity. We call it Gig-Powered Wireless. This new class of connectivity is unmatched. Fixed wireless providers cannot provide multi-gig Internet. Fiber overbuilders do not have nationwide mobile service. None of our competitors have multi-gig fixed broadband across their whole footprint. This Gig-Powered Wireless combination is the foundation of Spectrum One and a driver of our company's growth. I will now hand it off to our CFO, Jessica Fischer. After that deep dive into our network evolution, I'm gonna talk about our strategy and how that translates to financial results. As Chris discussed, we have valuable assets, including our network that passes 55 million homes today and enables our delivery of a differentiated converged connectivity experience. We have a successful operating model that drives customer penetration by pricing our products at a value. We prioritize investments in high-quality customer service transactions, which saves money by driving down our customer interactions, lowering churn, and as a result, enhancing the ROI of our relationships. We have a large and continuing growth opportunity to further penetrate our customers' spend on connectivity services and use our scaled construction force and presence across markets to accretively build and penetrate new passings. It's all backed up by our proven capital allocation. We utilize excess free cash flow and prudent leverage to amplify the results of the business. In the current case, we're also able to take advantage of dislocations in the value of our equity relative to our cash flow generation. I'm gonna take a look at each of these items in turn to walk through some of the financial impacts, beginning with our network assets and the network evolution that we have planned. As Rich and Chris indicated, we're targeting $100 per passing for an upgrade of essentially all of our network in the next three years. We expect the resulting around $5.5 billion in network evolution spend to ramp through next year with the bulk of the spend hitting in 2024 and 2025. While that sounds like a substantial investment, it's a mere fraction of what others are spending to upgrade copper passings to fiber in our footprint, and it represents only 3% of current year revenue over a 3-year period. As a result of the upgrade, we expect to be able to sell 5-by-1 service in the vast majority of passings. We'll also have a flexible approach to offer fiber to the home across our entire footprint, which will enable us to market an even faster product for success-based deployment to high bandwidth users. Our existing modems will continue to function in our upgraded systems. When DOCSIS 4.0 modems are available and priced at scale, we plan to deploy them. We're targeting 2024 for that availability. Offsetting the capital spend, we expect to see some relief across network-related capital and operating expenditures. What you see in the chart is our network augmentation spend from capital and our plant maintenance operating expense. We expect both of those items to decrease over time. Network augmentation capital should decline as a result of less need for contention management as our Spectrum split will relieve contention in the upstream. Plant maintenance operating expenses should also decrease because the older components of the network will be replaced as part of the upgrade process. We also expect to see reduced transaction volume in the network. The move to Distributed Access Architecture brings the IP signals farther down the line, which increases signal quality at the node. In addition, through the process of the upgrade, we will complete some full network standardization that will reduce variance-driven trouble calls. As a result, we believe that over the long run, the operational and capital efficiencies resulting from our network evolution will largely offset the cash investment associated with the upgrade. We'll also drive expenses down using our operating model. Customer experience is a top focus for everything that we do. We've changed the focus of our customer care model from one that was largely reactive to customer calls to one that utilizes data and machine learning and artificial intelligence to solve problems before they start and better address customer concerns as they arise. Our plant and in-home device data now self-identifies 95% of our outages, giving us the ability to proactively notify customers of the outage and an estimated time to fix. That reduces calls to our call centers. The identification is specific, too, which allows us to dispatch the right technician to deal with the issue, reducing truck rolls in the field. In addition, our customers are increasingly using intuitive digital self-service platforms to manage their account and bill. They can also see real-time status of in-home equipment to address service failures. The activity reductions we've seen are just the beginning. This year, we're upgrading our IVR to create a more user-friendly, plain language approach to addressing customer concerns, and we're improving our agent tools to provide greater context when customers call, which should reduce call times and increase customer satisfaction. We continue to see self-installation at very high rates, which is a benefit both to us and to customers and is enabled by our fully deployed network with drops in place in the vast majority of the homes that we service. We're identifying the source of service impairments that haven't yet resulted in an outage or call. We do that through a combination of node health, which addresses plant-level maintenance issues, and proactive maintenance, where we're reaching out to customers with equipment, drop, or in-home wiring issues to proactively schedule appointments to address impairments that haven't yet resulted in a call. We believe that proactive maintenance is pulling forward service calls that otherwise would have occurred and preventing disconnects related to non-outage service issues. Finally, we're investing in our workforce. Two years of inflation and disruption in the labor market has reduced the efficiency and productivity of our frontline functions. In response, we've made targeted adjustments to job structure, pay, and benefits, and career path in order to build an even higher skilled and more tenured workforce. Based on what we know about improved performance of longer-tenured employees, we believe that these near-term investments in the labor force will generate returns quickly. We made some of those adjustments in marketing earlier this year and have similar, though lower impact adjustments coming through in cost to service. Although we had a slight uptick this year in cost to service per customer, largely driven by some normalization of bad debt expense, and there may be some pressure on cost to service in the short term, we continue to expect additional efficiencies in cost to service customers over time as a result of the efforts I've discussed. Moving from the operating model to our growth op-opportunity, the market is pricing in a no-growth scenario for our shares today, and it just isn't reasonable. We have the opportunity to continue to grow our share of the connectivity market through increasing our internet customer penetration in the current footprint through network expansion and through growing our share of wireless connectivity, with the key being that each of the converged products facilitates growth of the other. We continue to be under-penetrated in overall connectivity services, and nowhere is that under-penetration more evident than in mobile. There are 126 million mobile lines in our footprint, and while we've been growing quickly, we still only serve less than 4% of those lines. Because of the technological innovation Rich discussed, we're delivering the fastest mobile speeds in the industry to our customers, and we're doing it in a way that makes financial sense, by offloading a significant amount of our mobile data usage to the Spectrum Mobile Network. We plan to continue to grow that offload, which will expand our margins in the mobile business. I should be clear, we have a great MVNO partner with a strong mobile network. To the extent that increasing offload onto our network requires capital, it'll be subject to appropriate return hurdles. We're seeing some of the results of improvements to mobile costs already. Our mobile service margin, excluding subscriber acquisition costs, is currently around 18%, with the negative EBITDA margins that we reported in prior quarters driven primarily by the speed of our growth and associated subscriber acquisition costs. We'll continue to drive the costs down. We haven't yet reached the full benefits of scale across our mobile services. We're focused on customer service, and just like in cable, as our service improves, we'll drive down the cost to service customers. As we roll out the Spectrum Mobile Network, we'll continue to drive down our cost to serve each customer. I say all of that, our strategic goal continues to be to drive the most revenue we can from the network by connecting the most customers and delivering high-caliber services to those customers at a value. As the fixed and mobile connectivity products converge, and as we offer bundled products across our fixed and mobile connectivity services, the mobile EBITDA computation just becomes less relevant. The takeaway here is that by growing our penetration of the mobile product, we can drive additional EBITDA with our assets. In addition to the opportunity in mobile, we're taking advantage of the experienced machine we now have to build at scale and to expand the reach of our network. As you likely know, through RDOF, we committed to build approximately 1 million passings over five years in rural America, a project that we expect to cost around $5 billion, and for which we're receiving $1.2 billion in government subsidies. We've continued our commitment to rural expansion through participation in other subsidized grant programs, including ARPA and BEAD. That isn't the only way we're expanding. Across every type of build that we execute, as laid out in the slide, we've renewed our focus and resolve to build more. You'll see the impacts both inside and at the edge of our network, and we're driving at creating additional opportunities that will generate appropriate returns for the business, regardless of where we find them. The results of the expansion have been really strong. We've won funding for an additional 160,000 subsidized passings outside of RDOF, we have pending bids for 300,000 more. Focusing on rural year-to-date through November, we've constructed around 187,000 rural passings, about half of which were related to RDOF. Our current build pace is around 15,000 passings a month, and we have plans to more than double that pace in the next 12 months. Penetrations have been consistently ahead of our expectations, with our six-month penetration of passings currently about 40%. Given where we are, we continue to expect to deliver mid to high teens IRRs on our rural build. Which brings us to the question: Why organic investment? Our view on the appropriate capital waterfall hasn't changed. We invest first in growth opportunities for the business, whether those are organic growth opportunities like the Rural Construction Initiative or accretive M&A opportunities. Then we take whatever actions are necessary to adjust our leverage to its targeted range, which has typically resulted in significant returns of capital to our shareholders. Our methodology for evaluating organic and inorganic investments is distinguished by disciplined cost of capital benchmarking and project risk assessment. We continue to identify a large number of high-quality opportunities for the expansion of the business, as I've discussed. Because of our continued expected growth, the sustainability of the business's cash flows, and the flexibility afforded by our split rated debt structure, we intend to stay at or just below the high end of our 4-4.5 x target leverage range. We believe that maintaining our leverage at this level both promotes levered equity returns and delivers the financial flexibility for scaled M&A. For that reason, delevering would only make sense if the market valuation of our shares fully reflected the intrinsic value of the cash flow opportunity, if debt capacity in the market were limited, or if our expectations of cash flow growth, excluding the impact of our expansion, were significantly impaired. Those just aren't the case. We also see significant benefits from the current debt structure. Charter is insulated from the impacts of the interest rate environment due to our significant positive free cash flow and our long-dated 85% fixed rate debt structure. We have, on average, $2.4 billion due to our bondholders per year over the next five years. Refinancing that $12 billion of bonds at current rates would only increase interest expense by about $140 million a year. Our term loan and revolving credit facilities, a portion of which also come due during that term, are much lower risk given their already floating rate structure. Our structured buyback program reflects our priority, which is to return capital to shareholders in a consistent, transparent manner, rather than attempting to time the markets. Our methodology smooths the interest rate on borrowings over time and allows us to dollar cost average into the shares, all while creating a levered equity return for shareholders. I'm gonna wrap up with a couple of reporting items and our capital outlook. First, on the reporting front, I wanna make you aware that we're planning to change our reporting beginning in the first quarter to remove separate mobile reporting and instead reflect it as part of the converged business. It's consistent with the way we operate it, and on the slide, which will be available electronically after the presentation, we lay out the major metrics that we expect to change and what you should expect in the revised P&L once we make those changes. We'll report the revised P&L retroactively to give you a chance to update your models. On the capital side, we'll also begin providing some additional detail and line extensions, particularly for rural and commercial. We think it's important to view all of our additional line extension activity like we view the rural build, which is essentially slow motion cable M&A. Accordingly, when we talk about capital intensity going forward, we expect to talk about capital expenditures excluding all line extensions as a percentage of total revenue. Excluding line extensions increases focus on costs related to the existing network, which is the right way to judge capital intensity. As I discussed earlier, we expect increases in our line extension expense, both in rural and in other areas where we build based on our increased expansion efforts in those areas. For 2023, excluding line extensions, we expect a small uptick in capital related to the acceleration of network evolution we've discussed, partly offset by declines in other areas. We've always said if we decide to go fast, capital intensity, excluding line extensions, could briefly escalate, That'll be the case mostly in 2024 and 2025. We anticipate that our network evolution spend will peak in 2024 or 2025. The capital intensity will decline again thereafter. On the line extension side, we plan to meaningfully increase our spending, targeting around $4 billion next year versus around $3 billion this year, inclusive of the rural build and our other expanded opportunities. As you all know, all of the expenses related to line extensions go into place before the passings are placed in service, meaning that they come well ahead of the revenue on those accounts. The extra money we spend on line extensions today and over the next few years is gonna power continuing growth for years to come, which is why our strategy to evolve our network, expand its reach, and execute on our service goals provides the growth platform we need to drive value to shareholders for years to come. With that, I'll hand it over to Chris for closing remarks. Thanks, Jessica. Let me bring us home, and we'll move to Q&A after a short break as we set up. First and foremost, we have valuable network assets. We passed 55 million passings today with a fully deployed Gb network combined with wireless convergence, makes it really powerful. We have a cost-effective path to upgrade to faster speeds, lower cost, and at a faster pace than any of our competitors. We have a successful operating model. It's the same that we've deployed before, which is the notion that having great products, pricing and packaging that's very difficult for competitors to replicate, putting that all together so that we get more product into the household, more penetration across the network passings that we have, and marrying that with high quality service and being willing to go invest for higher quality service along the way brings significant value. On top of that, we have a large growth opportunity. At the end of the day, whether it's the 55% Internet or the 5% converged seamless connectivity, we are under-penetrated relative to our potential, both in terms of penetration in the household and penetration on the passings that we have inside of our footprint. You take that sustainable cash flow, good cash flow model married with growth and put that together with a balance sheet strategy and a levered equity return together with an innovative capital structure and disciplined approach to ROI-driven capital allocation, and you get what is Charter, which is, I think, a really fantastic growth opportunity. We're looking forward to delivering that for our shareholders and look forward to doing that for many years to come. In total, we have a large opportunity, we have a proven strategy, and I think we got the right team to go do it. We're gonna take a 2-minute break here to get everything set up, bring Stefan back on, so we can do some Q&A together with the analysts. We look forward to doing that. I thank you for your attention so far. We'll be right back. Thank you very much. just ask one follow-up? Is there a way for us to think about the timeline between spending the dollar of CapEx on line extensions and starting to drive penetration that you just talked about? If that's six months, 12 months, quarter? I know it varies by geo, but any thoughts you'd share? It varies. Ben, we gave you on the slide that you'll have in the presentation. It doesn't have numbers on it, but at least it sort of gives you kind of the way that we think about the timeline for proportionately how the RDOF spend hits and then how the revenue comes in behind it. It, you know, we give a window of years because that's what we have, but I think the growth in that revenue kind of continues as you get outside of the window as well. It, to Chris's point, you gotta build the whole passing before you get started. The penetrations that we've seen, particularly in rural, where people, have not had real broadband products, and are excited about having access to the connectivity services, that we're able to offer. The penetrations come pretty quickly, in that space. Faster than you expect. Thank you. Yeah. You're very welcome. Thanks, guys. Great. Our next question is from Doug Mitchelson from Credit Suisse. Thanks. Well, thank you. Yeah, Chris, you talked about core capital intensity declining. You know, it's currently declining and will continue to decline. I'm trying to understand. How much of that improvement in capital intensity is to become because of the network evolution or because of things that you're already working on? I guess the importance of that is you talked about, you know, potential offsets for the, for the network evolution, but you might do as many as you tell me, you know, $1 billion in node splits a year or something like that in a few years you're not gonna have to spend any money on node splits. I just am trying to understand the quantity of core capital intensity improvement, I guess, may either separate or including the benefits of the network evolution. Obviously, we're all trying to circle up 2024, 2025, 2026 capital intensity. Maybe it doesn't step up as much in 2024, 2025, due to those improvements. Any help would be great. If you think about what Jessica said and what I said, the benefits of the network evolution on both CapEx and OpEx aren't going to come until you're more than complete with a particular area. The comments I made around core cable capital intensity declining now and in the future is already a result of the things that we're doing. As you get towards the back end of the network evolution, you would start to see additional benefits in the categories that you described. I think if you, if you want to think about the offsets, I group them into sort of buckets. You have what you're going to do in reduced network augmentation efforts over time. If you put that kind of in a five-year timeline, I think of it as somewhere between, I don't know, $600 million and a little over $1 billion. I would tell you that's a really wide range, and that probably isn't as helpful as it could be. But some of it is that until we actually go and do the work and see what happens on the backside, we're not gonna have a full picture of the expense reductions. You should take all of my ranges to be estimates, which they are. It's also driven by network usage. Right. Which is something that you'd have to forecast over the next five years. Right. We do expect, so in addition to the reduced net-network augmentation efforts, we expect a similar size benefit in maintenance expenses. There are a number of the oldest components of the network that are replaced as part of the network evolution plan. Because of that, we expect that maintenance on the network will also decline and maybe by a similar size benefit to what we've seen or to what we're expecting in network augmentation. In addition to that, I think because you replaced those older elements and because you have the more efficient technology sort of delivering IP all the way to the node, we expect transaction reduction. There's not a great way for me to tell you how much of that there is, and it's hard as well because we do have a lot of other reasons that transactions will go down with our network monitoring and AI and digitization. We think there will be a meaningful benefit, but it'll be hard for us to kind of break it out. The last one is on plant replacement. There are components of the plant that are, that will end up being replaced as part of the network evolution. It's really just an acceleration of plant replacement that we would have done over a longer period of time. There's some acceleration into the network augment or into the network evolution, that $5.5 billion that I think, would have hit over a long longer period of time. You'll see it come out of the CapEx after that. All right. Thank you. Great. Our next press question is from Craig Moffett from MoffettNathanson. Thank you, Craig. We're hanging tight for Craig. My question is with respect to the rural fiber builds. I won't Jessica, I won't try to pin you down for longer term CapEx guidance, but you talked about $4 billion for this year, and that's before the BEAD program has even started. How large could that get as you look forward? I would imagine it eventually becomes constrained by capacity and just sort of workforce size. How large could that number become, and how large would you like it to become if you had the capacity to do it? You know, I just want to clarify first, the $4 billion is total line extensions versus the $3 billion this year. If you think about incrementally sort of how much additional build we're doing next year, it's another $1 billion on top of what we're doing now. I think that we think the line extension capital could become meaningfully larger than what we're projecting for next year. You're right that at some point, while we've built a lot of scale into the machine, and because of that, we're able to execute really efficiently on getting the builds completed. There are probably limits on that on the other side. To the extent that we can find accretive pathings to build, and we can go out there and secure the labor and the materials to go build them, which we've been successful in doing, I think that we're ready to go out and do a lot of build because it makes sense, particularly where it's next to our network, and where we think that we can get good returns on it in the future. I think we're gonna have to just the way that we did with RDOF when we announced RDOF, I think you're gonna have to really put this to the side and think about it as, you know, as Jessica-- I call it M&A, Jessica calls it the creation of a brand new cable company. We all know what that looked like. It turned out to be really successful. I think we need to bifurcate how we're taking a look at the business, and we're starting to do that now. What will happen is because BEAD probably isn't gonna be granted by the states, they're not gonna go into a process until early 2024 at the earliest, and it's probably gonna be later than that. From they have to run a process, it has to be allocated, it has to start, and then it has to get built over four years. For sure, at that point, you'll be on the back end of RDOF spend. As RDOF is tailing down, you'll start to see BEAD and some of those programs really ramp up. I don't know that you should think about it as we doubling up and one will be stepping down and the other will be stepping up, if that's helpful. One technical follow-up, if I could. Should we assume that the subsidy dollars that you start to receive from RDOF and some of the ARP and eventually BEAD programs will be treated as tax-deductible or are you assuming that they are gonna be treated as taxable until we hear otherwise? You know, I try not to bet on what is going to happen with the tax law, going forward. I think we would bet on the current tax treatment until somebody changes it for us. Okay, thanks. Yep. Thanks a lot, Craig. Alice, we'll take our next question, please. Yes. Our next question is from Vijay Jayant from Evercore ISI. Thank you, Jay. Hi. Hope you can hear me. One question was like, why is it sort of really targeted over three years on doing the strategy on elevated CapEx and why not over a more protracted period? Was there any sort of urgency you saw on that? I think the question has been sort of answered in some way. I just wanna clarify. Based on what you have on your current RDOF build, is sort of 2024 the peak year on that spend and that then moderates on the other side of that? I'll take the first question. The three years really came out of us taking a look and saying, we should be aggressive. If you know you're gonna spend the capital, you might as well spend it as fast as you can and get the benefit as quickly as you can. That's always been our philosophy is to not be afraid of short-term capital market reactions. In this case, I actually think the reaction should be very positive. It's a dramatically lower cost than what I think a lot of people had planned at $100. The fact that we can do it fast and we can do it everywhere, we can do it across our entire footprint over three years, I think it's a huge positive. you know, if some of it ends up bleeding out a couple quarters because of either labor or supply challenges, so be it, but that's not our goal and that's not what we're shooting for. I think it's the right, the right goal to have. I think if we had been saying that we were gonna take it over five years, for example, you'd have exactly the opposite question coming back to us of why are you taking so long or you're not taking it seriously? Why can't you move faster? Our point of view has always been, if you know you're gonna spend the capital and it's really efficient capital spend, and it can help you in the marketplace, then go as fast as you can to get the benefit and really focus what is our long-term goal here. It isn't about short-term CapEx. I know the focus today will be what's our 2024 and our 2025 CapEx. I don't wanna de-minimize that. What we're after is free cash flow per share, long-term free cash flow per share generation, doing everything that we can today to maximize that in the future. We take a long-term point of view. I think that's healthy, and I think that's what long-term shareholders would want out of us, and I think that's what they're asking for. Yeah. We also wanted to make sure that we could line up the amount of available resources- Yes. to accommodate this program over three years, and that was one of our big stress tests. Yeah. We wanna make sure that it was achievable and, you know, our belief is that it is. On the other question on RDOF spend, you know, as to what year exactly it ends up peaking, I think that there will be heavy years for RDOF spend, 2023, 2024, 2025, and probably continuing capital going into 2026. There was a long term, there's a long time horizon for a lot of that build, and we're completing it as quickly as we can, but also adding in the state subsidy builds as well. I, I wouldn't necessarily say it peaks in a particular year. I think that there's a good spend cycle ahead of us, that to Chris' point then probably comes down a bit as the BEAD money then starts flowing in. You know, in the list of unpopular things to say, I actually think it's a good thing. To the extent we have a chance to accelerate that's also why Jessica has to be careful how to answer that. If we have opportunities because the machine is up and running, and we're getting better, and we're getting faster, and supply is opening up, we have labor secured. To the extent we can go faster, we're going to. Which means some of that spend that might have been in 2025 or even 2026, if we can pull that forward, we will. Right now, that, you know, doesn't look like that's gonna be the case. For the same reasons I talked about the network evolution, if you know you're gonna spend it, and you're gonna drive customer acquisition, you're gonna have higher revenue and better long-term free cash flow, and you do more of it sooner, then that's just a better NPV, and why wouldn't you do that? Thanks, Vijay. Thanks so much. Alice, our next question, please. Great. That's from Peter Supino from Wolfe Research. Hi. Congrats on the occasion, everybody. Two questions, if I may. One on infill and rural, non-rural extensions. Historically, this has been about 1 million new homes passed per year. I wonder what the central tendency of that number might be over the next few years. A 2nd question on mobile. I just wonder how you're finding mobile as a customer acquisition tool. That advertisement you showed today for Spectrum One seemed to target new customers. I wonder if it's starting to help new account growth in a meaningful way. Thanks. Yep. The today, as to you pointed out, we do about 1 million of new passings per year. The vast majority or the bulk of that is through new construction. Some of that new construction, because of the economy, you can already start to see that new build is gonna start to come down a little bit. That's going to be more than offset, as I mentioned, by historical opportunities already inside of our existing footprint, where maybe we took a look at, just as an example, maybe we took a look at a strip mall and said, "We're going to, you know, target the one customer who's asking for service and we're going to base the ROI based on that particular customer or potential customer," and maybe passed on something instead of taking a look at the nine others that later on kept on calling, and we kept on having the same answer instead of just saying, "Geez, I think I can get all of this strip mall." Therefore, the return, even under a reasonable penetration, would have been a slam dunk from the get-go. That type of opportunity exists in residential, it exists in SMB, it exists in enterprise. It's ramping up as we speak, I think a lot of that is really gonna be offset by what looks to be a slowing down of regular wave construction in the marketplace. The bigger piece here, as I mentioned before, it's really gonna be all about the rural spend. We have growth opportunities inside of the footprint that we're gonna take advantage of as well. On mobile, Spectrum One, I'm glad you liked the commercial. I think it's really attractive. Even, you know, at the promotional pricing of $49.99, it has our flagship internet, it has Advanced WiFi, and it has a free mobile line for the first year. Even after the promotional period, it is a product set that you cannot replicate in the market in terms of speed, the way that it works together, and even the price point after a promotional period. You save money, even at a retail price. I think it's hugely attractive, not just to upgrade existing customers to new lines, but to also have new customer acquisition along the way. As compelling as that is, technically, and from a value savings perspective, from a product perspective, it hasn't been done before. That's why I said, you know, we're out in the marketplace, we're advertising Spectrum One. We're trying to really educate the new customer base that this is a completely different category of product. Yes, Spectrum One is working, but I think it's gonna be a long runway to if we're really gonna establish converged connectivity or seamless connectivity, or as Rich says, Gb wireless. It's Gig-Powered Wireless. Gig-Powered Wireless. Then it's gonna take a little while to educate the market about that. I wouldn't expect any dramatic results, you know, right out the gate. It's working, as I mentioned before, and I think it's really attractive. You know, whether that ends up being the final offer or the way that we position it, I don't know, we're trying to educate the marketplace, and I think we have all the assets, and I think it's gonna be very successful. Thanks. Thank you. Alice, we'll take our next question, please. Yeah. Great. It's from Brett Feldman from Goldman Sachs. Thanks, Brett. Yeah. Thanks for taking the question, thanks for giving us the color in terms of the expectation you have in terms of the investment you're making now and how that's going to translate into lower capital intensity over time. I know the question we're going to get tomorrow, which is, well, at what point in this investment cycle does Charter expect that it's going to start being more evident in faster subscriber growth? I'm not so much looking for a date, but as you think about the expanding breadth of the footprint, the expanding capabilities of your network, you know, where do you think you would need to be to be able to say, "We are seeing this not just in better overall cost and capital intensity, but genuinely better subscriber trends"? Thank you. You know, this year's been a lighter year because of all the reasons that we've talked about on earnings calls, so I'm not gonna rehash that. So you have a little bit of a challenge going into next year as it relates to the amount of growth coming from Internet net adds that are underneath your belt. Our goal is certainly to have higher, significantly higher Internet net adds coming as a result of the product offering, coming as a result of the line extensions that we've already made the investment this year, as well as all the competitive factors that you can think about, that we've talked about as well. Our goal and our expectation is to increase Internet net adds already starting next year. I think you'll start to see the strategy play out relatively quickly. That doesn't mean that we're not gonna have challenges along the way. We had a political advertising year this year. We had internet momentum from last year, pulling into this year. We'll have less of that going into next year. We have really targeted wage investments to design to drive tenure and progression inside of our workforce that's playing in. That'll ultimately have a pretty significant return. We'll have good EBITDA, and we'll have hopefully better internet net additions. I think you'll be able to see the fruits of what we're doing, both through subscriber acquisitions and the pros and cons on the financials as we've talked about, you know, already starting in next year. Thank you. Thanks, Brett. Alice, we'll take our next question, please. Yes, that's from Jonathan Atkin from RBC Capital Markets. Great. Thanks for taking the questions. I was hoping to dig into your network evolution a bit more, including the cost profile that you outlined. First, are there any costs to upgrade your network that are not included in that $100 cost per home target that we should contemplate? I only ask because it is so much lower than many expected. The natural question is, you know, is it apples to apples with some of the figures provided by your peers? Second, you provided a lot of fantastic detail for the next few years, so I don't want to come across as ungrateful for that, but, you know, As we think about Charter's longer term free cash flow per share potential, can you help us think about the puts and takes for core broadband network costs or CapEx beyond 2025? You move beyond the $5.5 billion you talked about. There are sustainable benefits around declining network augmentation and maintenance CapEx, lower transaction costs, lower replacement costs. I know you'll always invest in business, but, you know, how do we think about the drop-off after 2025, or any puts and takes you could share would be helpful. Thanks. Rich, do you want to start with the first one? Sure. I can take the first one on network evolution. You know, I'll repeat myself just a little bit just so you understand what's in. Chris mentioned this as well. Our network evolution includes the full design and walkout of our entire network, you know, 800,000 mi across 55 million passings. That, that's all in in our cost structure here. All of the replacements of the modules for our nodes. Within a node, the replacement cost that's associated with the Remote PHY Device, the RPD, the amplifier, the amplifiers that need to be upgraded, whether it's to 1.2 GHz or to 1.8 GHz, that's all in. All the work that's done in the hub, like the virtual CMTS, which I mentioned in my slides. All of that work is included. The labor to do all of that work is included in our number. The one thing that I think you should know is the CPE. To the extent that a customer were to have a new D4.0 modem, that would be part of our normal CPE schedule. My expectation is that wouldn't be greater year-over-year than it is today, but that's not in the $100 of the cost process. As I mentioned, our intention is to have the cost of that D4.0 CPE be the exact same cost as a D3.1 CPE, which would be part of our traditional CPE schedule. That would be the one component that comes to mind that's not in the $100. Otherwise, you should, you know, really view it as soup to nuts. You know, if you really, you know, if we need or wanted to utilize that, 1.8 GHz and move to the 10 by 1, we replace millions of taps. You know, that question will come up as well. We replace millions of taps every year. Yep. You could go node by node and convert the taps, the vast majority of which will be with a faceplate. That's kind of business as usual for us as well. Right. Other than that, I think you're right. I can't CPE and taps that we'll do as part of a regular program later down the road. Just to be clear, the success-based fiber as well, to the extent that there's no expectation that we would deploy sort of actual fiber drops out of this. That's really just optionality. It's only the upgrade of the existing network that's included in the cost center. Yeah. I tried to make that very clear in the prepared remarks that the target cost of $100 per households passed was really for steps one through three. To Jessica's point, that did not include the fiber on demand. That would be certainly incremental. The fiber on demand, I'm not sure, you know, how useful ultimately that'll be. You're talking 25, 50, 100 gig speed symmetrical. You can kind of think of that as the equivalent of an enterprise customer where you get paid. They have a different usage profile. Right. You get paid a different amount. It does give you marketing claims in the marketplace to the extent you need it. You'd be able to do it fairly ubiquitously. It's success based. Correct. Thanks, Craig. Alice, we'll take our next question, please. Yes, that's from Sebastiano Petti from J.P. Morgan. Thank you. Hi. Thank you. I thought it was interesting you talked about growing share within the existing footprint. Just trying to understand the puts and takes there. How does that, you know, happen against the backdrop of an expanding fiber competition? To that point, what are you seeing in terms of price competition from the fiber guys of late? Any, you know, more or less aggressive over the course of 2023? You know, the growing share comes about of everything that we've talked about this presentation. It's network evolution and it's convergence. Think about the ability to go two by one then five by one, and then have 10 Gb speeds, marketing claims even further inside of the footprint. In addition to that, you know, the convergence that I talked about where really none of our competitors can replicate in any easy way the type of product or the type of savings that we can generate for those customers. All of that's fairly unique, and you marry that up with a very different service commitment that we provide inside of our footprint relative to our competitors. I think all that's fairly compelling. In terms of price competition, I haven't seen any major shifts in the marketplace from what we'd talked about on the last quarter. Market volume continues to be low. In fact, our churn is, you know, I try to avoid getting into an earnings call here because we're going to do that in plenty of due time. Market activity continues to be low, but Spectrum One is in the marketplace, and it's doing well. There are some puts and takes, but I from a price competition standpoint, no dramatic changes. Thanks, Sebastiano. And if I could just- Sure. Go. Sorry. Go ahead. Oh, thank you. Just in terms of wireless spend, it doesn't really seem as though. You know, just any kind of color on 2023, it seems as though there will be no substantial, you know, deployment of CBRS, really. Anything we should be thinking about, you know, in terms of the incremental spend related to, you know, the deployment of small cells, 23 and beyond? Sure. I can spend a little bit of time just to reiterate a few points. We're in a real production grade commercial trial right now in one of our largest DMAs, and I think it's important to note that we've fully outfitted that market ready for production. What I mean by that is we have our 5G standalone core that's in place, our mobile back office, our CBRS RAN is in place, and we're really trying to ensure that we have a seamless handoff between our network and the MVNO partner network as well, leveraging DSDS or dual SIM, dual subscription. We're working through that those use cases right now. Right now the trial is going really, really well. We also want to make sure that we get enough offload to offset the capital cost that's associated with building out more markets, which we do intend to do. We want to be really disciplined and be NPV positive with the markets that we roll out. We also want to match that offload with device capabilities. Device capabilities that in short, they have the DSDS capability as well as the ability to have CBRS Spectrum on them, and that will continue to grow over time. With that, you know, we're really going to do our full evaluation in 2023, and based upon that, we'll be very disciplined on an NPV positive way in 2024 and beyond. Great. Thank you. Great. Thanks, Sebastiano. Alice, we will take our last question, please. Okay. That would be from Kannan Venkateshwar from Barclays. Thank you so much. Just a couple from me. The first is on the network side of it. I just wanted to make sure I understood the steps laid out properly. In terms of step one and two, it sounds like about 50% of the plant will be 1.2 GHz capable. And the balance 50% will be 1.8. I wanted to understand if the 1.2 is a steady state, or maybe I just misheard. Would you be upgrading the entire plant to 1.8 and DOCSIS 4.0 capable, or will there be some differences in footprints? Sure. I can walk through. Why don't I answer that 1 first, and then. Sure. get to that next one, if that's okay. I'm sorry. You know, I'm not used to the earnings call or investment situation. Let me... Before, when Craig said it's a technical question, I thought it was a question for me. Certainly it wasn't, which is okay. As it relates to the steps, step one, does increase the Spectrum to 1.2 GHz, and that's 15%, approximately, of the footprint. Step two is 50%. The combination of those two is 65% at 1.2 GHz, so the remaining 35% is at 1.8 GHz. I think it's important as you think about going back to step one and step two, we don't think that that's going to be necessary in any time horizon that's within our particular model. The reason being is we're starting from a place today which we shouldn't forget, which is we are the nation's fastest internet right now. We're going to do these upgrades, and we're going to increase our upstream speed by 30 times the maximum speed that we have available today. As Chris mentioned, we'll have Gb symmetrical and multi-gig in the step 1 markets. In the step 2 markets, we'll have 5 Gb per second. We think that's, you know, very relevant to compete. However, through the normal course of the replacement cycle, so if we're replacing an amplifier or a node, we will replace that in step one and step two markets with 1.8 capable gear. We'll also, as I mentioned in the prepared remarks, we will deploy DOCSIS 4.0 modems as part of this process as well throughout our footprint at a similar price to what we purchased them today. What that would mean is if we had to go back to these other markets, we think it would be done relatively quickly. It would also be done at a fraction of the cost because you also have to recognize in step one and step two, we're also doing all the walkout and design and survey work, which Chris mentioned. That's part of the $100 per home's pass cost. You would not have to do that if you went back. Again, just to sum it up, we don't intend to go back to step 1 and 2 markets, but if we did, it would be at a fraction of the $100 per household pass cost. Got it. Just to make sure I understand this correctly, it's I guess 35% of the market is going to be DOCSIS 4.0 capable, and the rest will have essentially high splits to manage capacity, and that's the way we should think about this, right? Yeah, I think it's an interesting comment. We'll be able to leverage DOCSIS 4.0 modems throughout our footprint. I think that's important. The, the DOCSIS 4.0 RPD or, the Remote PHY Device would be deployed in the 35% in step three markets at 1.8 GHz Spectrum. Got it. Sounds good. Just as a follow-up, you know, when we think about capital returns, Jessica, the capital intensity for the next couple of years obviously will be high. Not capital intensity, but the dollar amount is going to be high and looks like it's going to ramp into 2024 and 2025 as well. When we think about free cash flow growth and in that context, you know, the buyback volumes over the next couple of years, is it fair to assume that, you know, given the 4.5 times leverage cap, there should be some moderation in capital returns as you ramp up investments? Yeah. You know, when we think about capital allocation strategy, it's the same way that we've always kind of thought about it, we would go out and get organic investments first, and then accretive M&A, and then the residual cash flow that we have would go to share buybacks. The good news is that we do have a lot of cash flow, which means that even with ramping up the organic investments that we have, I think that there's still substantial sort of leftover cash flow as well as EBITDA growth that will drive additional share buybacks, assuming that we don't find other deploy, other uses of capital that would come higher in our hierarchy. You're right. I mean, the reality is that capital spending, dollar for dollar offsets free cash flow. We will have some impacts of the investments that we're making, but we think that it's the right thing to do in terms of investing in the business, investing in the long-term value of the shares, which then makes those share buybacks that we do today more valuable. We're excited to go out and spend the money, which we think will bring value to shareholders in the long term, along with our buyback plan, which we'll continue to do. You just said it's really a virtuous cycle in terms of how our operating plan works, how our go-to-market plan works, how our service infrastructure and commitment there, our investment plans into the network and into our service, and then tying that to our balance sheet and then our capital returns, and it's all a virtuous circle. If you do all those things well, you end up having each one of those components continues to get better and better, and that includes the, you know, the accretion of the buybacks along the way. If you just, you know, if you're just addicted to capital returns and you fail to take advantage of some of these unique opportunities to invest in the business, the buyback may be okay, it won't be great. Here we have the opportunity to, you know, to have the output be very, very good. With that, I think I'll close us out and say thank you very much for doing this on a Tuesday evening. We appreciate it. I'm pretty confident that we're gonna look back several years down the road and take a look at this as a seminal moment in the industry, an opportunity to refocus the investment, drive growth, and really do good in our local communities and generate that next leg of growth, where if you remember where I started the presentation, in terms of how the industry's evolved over time and time again, really since the 1950s, and I'm looking forward to doing that together. Thank you very much. That concludes today's event. As a reminder, a replay of the event will be available shortly at ir.charter.com. Thanks to all of you for joining us, and thanks to our speakers, and happy holidays to everyone. Thanks. Thank you very much. Take care.