“I'm not projecting broadband relationship growth this year. We expect to see an improved trajectory from the investments we've made over the past three years.”

In context

“y serviced by U. S. Employees 24/7. We want to be America's connectivity company. With hyper-local service delivered by your neighbors where our local employees and with community investment, including unbiased hyper-local spectrum news. All of this will expand to Cox following closing, assuming regulatory approvals. Our plan there is to introduce spectrum pricing and packaging, rapidly grow mobile, similarly return to Internet growth, and giving Cox's low video penetration and our capabilities we expect to grow video in the Cox footprint for a period of time as well. I also believe the combination of our very complementary b to b will create gross synergies we didn't anticipate when we did the deal. Winning connectivity in a cyclical and newly competitive environment is a game of inches. I'm not projecting broadband relationship growth this year. We expect to see an improved trajectory from the investments we've made over the past three years. The recipe for winning here is Sybil. Best connectivity, best overall value, with the best service. And we aren't perfect. We own our mistakes with customers. But we are improving the way we communicate our value, utility and quality service across our But I do believe we're the best-positioned company in the connectivity industry, and we will get better. From a financial perspective, we expect our operating plan to deliver EBITDA growth this year. And the investments we've made to lower service transactions and our efficiency programs including early benefits from customer and employee-focused AI tools, will continue to provide a tailwind for many years to come. 2025 was our peak year of capital expenditure. And capital expenditures after this year will decline significantly. Free cash f”