Great. Wonderful. Well, good morning, everybody. Welcome to the T-Mobile session at the Goldman Sachs Communicopia and Technology Conference. My name is Mike Yang. I cover T-Mobile and media cable telecom here at the firm. And I have the wonderful privilege of introducing Srini Gopalan, who's the CEO of T-Mobile, first and foremost. Thank you so much for being here, Srini. It's an absolute pleasure.

It's great to be here. Thanks for having me.

So, Srini, you're a couple months away from completing your first full year as CEO. What has surprised you the most? How has it shaped how you think about the company's longer-term strategy? And I was wondering if you could also just talk a bit about some of the recent news as it relates to your CFO and whether or not that changes anything in your mind.

Great. Just before I get started, I need to draw your attention to the safe harbor statement. Can we just pull that up? It was just on. It was just on. Okay. Just to make sure that I'm covered on that, because I will talk a bit about the future and use some non-GAAP measures. So let me start with your question of has anything surprised me kind of almost a year in. Not really, because I've been associated with the company for nearly 10 years now. I must say, though, what has impressed me is the depth and width of our strategic moats. Because I tend to think of most businesses and industries as what makes them sustainable is the quality of the moat that you have around you. And I think about our moat kind of in two ways. The first is the growth portfolio and what growth it enables. And the second is culture. Because in a company like ours, the two of them are kind of inextricably linked. Let's talk growth first. So when I look at what we have, and I'll start with consumer wireless, our biggest business. Consumer wireless, we're unique because we're the only carrier who can genuinely say we offer the best network, best value, and best experience. Let me spend a minute on best network first. And in many ways, when we talk about best network, where we are at this point in time uniquely feels a bit like being back in 2020. where you have some players talking about how network doesn't differentiate, which shocks me a bit because that's your core product, others deploying capital into other businesses, right? And we are kind of ruthlessly single-minded focused on building the best network and enhancing it. We're already the best network, now we're really working hard at how we enhance it. And let's put some We rolled out our 5G standalone back in late 2020. It's almost five years ahead of the rest of the industry. And we're continuing to double down on our network, and we're seeing big payoff from that. I mean, quarter two, our port-ins had a 20% higher ARPA than our port-outs. Our premium loading plan ratios are in the 60s, as against the base, which is in the 35s, mid-30s, right? and we're seeing that consequent doubling down on best network really really paying off in terms of the quality of customer we're attracting. The second leg of this which is best value. Now that's something we've historically been really famous for and we define best value not just as best price but the best value to break through customer pain points and we just launched our nothing plan which addresses a significant pain point and the way I think about value and is, again, this is partly what you offer the customer, partly what your economics sets you up to do. I mean, again, we're unique in that our front book or our new customers are actually higher priced than our base, which gives us enormous flexibility in terms of how we price, but also means we're probably the only player in this industry where when you see growth in net ads, it also means growth in revenue. because the math of it is ridiculously simple, right? If you're losing customers of much higher value than what you're gaining, then you need more than positive net ads to dig yourself out of the revenue hole. We're in the very fortunate place where, and we will zealously guard that, where our best value position is not just about what we offer the customer, but also a fundamental flywheel in terms of how it drives our economics. Best experience, great people, and I'll talk a bit about that when I double down on culture. are now fueled by T-Life, more than 30 million monthly actives. And I know we'll come back to talk about AI, but now fueled by AI and the huge strides we're making on that. So all of that really covers off why I'm super excited by growth in consumer wireless. Now, the big thing is it's not just consumer wireless, because you look beyond consumer wireless. You look at our broadband business. We've created the FWA category. and we just upped our guidance a little while ago from 12 million to 15 million customers by 2030. You add on 3 to 4 million fiber customers and we're talking about doubling a business in the next four years. And that business came from a standing start in 23. So when you're thinking growth, huge upside there. And then you look at T-Mobile for business. More and more businesses are going wireless. More and more businesses are recognizing that if your business depends on it, There's really only one wireless network you can count on. And we have 10%, 12% share when you look at the bigger businesses. Lots of upside there. And what's even more exciting than that is physical and edge AI. And you just had Jensen on stage, and he and I have spent a lot of time talking about, you know, when AI becomes kinetic or mobile, when objects with AI are more than kind of places you write poetry, but things that move. having a low latency 5G SA going on to 6G network is absolutely critical. And then the latest addition on our growth portfolio, financial services. We launched credit cards back in November and Capital One's already calling it one of their most successful co-branded launches. So I look at that portfolio and it's hugely exciting. I've kind of seen the business from the board, but I think the thing that has surprised me to some extent that has impressed me is the depth and the width of the moat. Because these are not individual pricing strategies or tactics. These are real sustainable, defendable positions. And the number that captures a lot of it for me is an NPS of 46, which is the highest amongst the big three ever. The other big bit of the secret sauce that I think is totally unreplicable is culture. And that's a big part of what T-Mobile's been. and that culture plays very closely to customer experience. And that is all about being completely obsessed about that. The way we articulate it is frontline first and the customer is why. And we've doubled down on that. I've doubled down on that over the last three to four months. We've kind of got three big programs going. One of them is the Magenta AI Institute, which is we're spending more than $100 million over the next few years really, and this is a bold claim, to be the best in the world at preparing our people for the future because we believe that that is critical to who we are. Second bit of it is pretty unique. It's called Frontline Connect. This will make you laugh because, I mean, lots of companies have these things where, you know, you get senior management to go spend a day or two in the field in stores or on the network side, et cetera, et cetera. Frontline Connect is unique. 750 managers. everyone directed plus will spend two days and here's here's where the rubber hits the road you don't get your annual stock bonus unless you make a commitment on how you will improve the life of the frontline and the store manager or the frontline person signs off that that commitment will make a difference to their life and that includes me and last but not least there's value share which is As we look at all this growth, we will create enormous value, and we're committed to sharing that with our employees. So we've announced a $12,000 multi-year grant based on performance to all our employees, every one of them. So that's close to a billion-dollar investment in doubling down on our culture. So I put those two things together, and that's really what the moat looks like. A big part of culture is also leadership team, and we've been are very thoughtful as a company in how we plan transitions. You saw the Mike Mee transition, there was no kind of surprise. And I've now got a management team and a leadership team that I feel balances the depth of experience at T-Mobile. So you've got people like John Saw, John Fryer, Deanne King, Mark Nelson, together, more than 100 years of experience at T-Mobile. And then you've got Chris Samba, Very excited about that, especially given our enterprise plans and our physical and edge AI plans. So Chris will run all of our enterprise businesses. You've got Andre Almeida. Andre has kind of worked in 14 different markets. And he will drive a lot of our marketing, brand, a lot of our thinking there and strategy. And I'll come to Peter, my good friend who's here. So Peter and I have known each other for a long time. In fact, about the time that he became CFO. and when Mike and I started talking about the transition, it was already clear at that point in time as I think September 24 was the first 8K that Peter wanted to put his feet up and kind of go do a bunch of other interests he has including philanthropy and the rest and the planned timing then was mid-26 and one of the first things I did when the transition plan between Mike and me was kind of sat down with Peter and had a conversation with him, which is, I really needed him to stay through the CEO transition, and I'm delighted and grateful that he has, which is what led to the September 25 8K, which looked like a planned transition that he'll make coming summer 27. And what we talked about at that point was we would do the transition at a point when we felt the business was in good shape and we found the right person. and in Jessica, I'm delighted that we found the right person. Huge amount of experience, super bright, very consistent with our culture, humble, lets her deeds do the talking and somebody who's got experience that's extremely relevant for us because she's managed a complex, at Shell it was the most diverse portfolio, a complex retail business which is probably amongst the biggest retailers in the world to kind of allocating capital to things like oil exploration. And so that's a wide portfolio. Delighted to have her on board and really excited about getting her to meet all of you. So that's how I think about those pieces. But I think the important thing is I see those three components as the same thing. The growth portfolio, the culture, and the leadership team, all of which contributes to a strategic move.

Great. That's very clear and a fantastic overview. I'm sure we'll get into a lot of that. Maybe just to start out, I wanted to ask a couple questions around consumer wireless. You know, we're a day away from the recently announced new iPhone. You've been very clear about wanting to pivot T-Mobile to have a more holistic value proposition relative to what's historically been for the industry, one that is emphasized in device subsidies. So could you just expand a little bit on that, you know, how does the switch to more, you know, flexible 36-month equipment installment plans fit into the broader strategy? You know, what is the customer's reception to some of the changes been to date? Sure.

I think there's two cornerstones of how we think about value rather than purely pricing, right? Cornerstone one is what are the big customer pain points? Cornerstone two is CLV, right? Which Simplistically put, is will customers love it? Will we make money out of it? Which are the fundamentals of running this business, right? When I think about customer pain points, one of the things that we heard a lot from customers, including well-qualified prime customers, is, look, I'd love to get a new phone, but there's all the taxes and fees up front. That means I have an out-of-pocket straight up front. And that causes friction in the switching process. And as you know, we love switches. And so taking that friction out is a big part of the product we offer now, which is zero down if you're well qualified. And we roll the taxes and fees into the broader EIP. Moving to 36 months is simply a reflection of the device lifecycle being larger. And those two are obviously very CLV accretive. When we think about subsidies, we use the same lens, which is what does the customer want? Now, there's going to be promotions at periods in time because you get different waves of switches. And the first little while tends to be the most sensitive switches, so there's lots of jump walls, so you'll probably see more promotions there. But kind of from a medium-term perspective, we're very guided by CLVs. CLVs have been super strong. Quarter two was up double-digit in terms of CLVs, and we feel good about that. We also are very clear, and I've said this before, that when you look at the business model as device prices go up, You're going to have more of that cost being paid by the customer. And that probably summarizes where we are.

Very clear. On postpaid accounts, you know, the company obviously has postpaid account net addition guidance for the third quarter, $250,000, and for the full year, $950,000 to $1,050,000. T-Mobile talked a little bit about some of the heightened churn going into the third quarter because of some of the changes on rate. I was just wondering if you could talk a little bit about how the company is pacing against those guidance numbers. How would you describe the current churn and gross ad environment? Firstly, I'm not going to do an

I was hoping for one. Yeah, I can send you the spreadsheet tomorrow. No, look, where we are is we're feeling really good about both volume and value this year. We guided to 950 to 1050. Halfway point, we were at 500,000. We're feeling very good about this quarter. So there's nothing here that's different from what we were expecting. And when you look at churn, just reflect on the fact that last quarter we were 85 bits. Five Bits Down Here on the Earth. And I know we love obsessing about tactics and the immediate, what is the competitive environment, how is this, right? There's a lot of focus on what was today's price versus yesterday's price. Honestly, you've got to pull back and look at this in terms of the direction which the water's flowing, right? Which, and that's what the moats do for us, which is there's a fundamental pull of demand that comes as a result of being best value, best network, best experiences. and we're riding the coattails of that and we're doubling down on that. So I feel really good about not just the volume we're bringing in, but also the value. I talked about 20% higher RPAS for port-ins than port-outs, talked about CLVs being up double-digit, you've seen what's happened on churn, so we're feeling really good about the mix we're bringing in.

Great. You know, turning to broadband if we can, starting with fixed wireless, you mentioned some of the targets that you have through the end of the decade. Cable and Fiber are out in the market launching very aggressive offers. Maybe you can talk a little bit about your outlook on T-Mobile's fixed wireless business and whether the customer satisfaction scores, the capabilities that you've been able to deliver in terms of speed is what's critical here.

Fixed wireless for me is just an incredible product. You talk about NPS. It is the highest NPS product we have. It's higher than fiber as a category, and it's higher than FWA as a category. And there's a reason for it, which is this is not simply about price. It's great value, yes, and most importantly, it's a product that's incredibly easy to set up and gives you, and this is what I love about our newest routers, it gives you higher speeds than fiber when used over a Wi-Fi router, which is the way the vast majority of customers experience it. It certainly gives you kind of comparable speeds to fiber depending on the router that you'll end up using. Now, I'm not here to claim that technically it is exactly the same product as fiber, but you've got to look at it in terms of what it does to the experience. Higher NPS, comparable speeds to fiber, that's That's pretty awesome for a product, which was written off as cell phone internet when it started. And it is now a premium product, which is growing substantially, taking share. It's today very focused on urban and semi-urban areas, driven by our fallow capacity model. which ensures that we have a lot of runway to go. And a fallow capacity model is something we obsess about because we actually plan that at a hex bin level, which is 36 million of them, making sure that we have enough capacity for our wireless to then create the fallow capacity for fixed wireless. The remarkable thing, of course, is even as we've grown to close to 10 million customers, we're seeing speeds on wireless and on fixed wireless go only one way, and that's sharply up.

and then pivoting to the other side of broadband, fiber, I think T-Mobile recently mentioned that it's been approaching 20% penetration within the first 12 months of deploying fiber in a market. What's the ultimate penetration that T-Mobile is targeting for fiber? Where do the fiber customers come from? Does it funnel in from the FWA base or is it just taking share from competitors? Maybe you can just talk about your wireline strategy more broadly as well.

So when you look at fiber, firstly, 20% year one for a greenfield build is phenomenal. And that's a lot of the thesis on how we got into fiber, which is the thesis that the brand, the distribution, and our ability to execute would count in fiber as well. And that's clearly coming true, as you can see from this. The way we think about FWA and fiber is the overlap's pretty minimal. and they're fundamentally complementary. And where there is overlap, what lands up happening is if an FWA customer moves to fiber, that just frees up more seats on the FWA bus. And so we look at it as fundamentally complementary categories.

Shifting gears, this is a technology conference, I have to ask you something about AI, but I think there's two dimensions that I feel like a lot of people have been focusing on, which is What does AI mean from a customer demand perspective for you in terms of needing more network capacity? And then secondly, how is T-Mobile using AI internally to drive operational efficiencies?

So on the first, on the demand side, the piece, I mean, look, we haven't yet seen any fundamental shift in demand in terms of either wireless growth. The piece that excites us most, though, is the possibility of physical and edge AI. As you get into a world, as you look at things like manufacturing returning onshore, as you look at humanoids and kind of every form, drones, every form of connectivity actually having AI on it, I think you get into this choice of do I put AI on the device, at which point the device becomes too expensive and runs into battery problems. do I let all my AI stay on the cloud? At which point you have a latency problem. You have kind of robots running into each other in factories because the signal just takes, the round trip is just too long. And I think what we're finding more and more is huge appetite for a low latency solution with edge inference. And I'm not claiming we're going to host huge LLMs at the edge, but edge inference is really exciting. And that combination of being able to deliver low latency connectivity having inference at the edge, now increasingly being able to supply voice that you can do only through a wireless network. You put all of that together and you have a compelling TAM opening up for edge and physical AI. And as the only real game in town on being able to provide all of that and piloting that at scale with figure AI, we feel incredibly bullish about the TAM that this will open up I think this could be kind of game changing in terms of the size of the opportunity ahead of us. And that's really, really exciting. And Chris and his team are working hard at that. We've got some big things signed up already in terms of driving forward on that. When you look at the internal use of AI, we're passionate about two things. One, that we need to use AI to differentiate our experience, not to kind of salami slice cost at the edge. because I come from a huge conviction that cost comes out when you improve the experience. When you go at it purely from cost, all you land up with is causing more problems. Whereas you start with how do I prevent a problem from happening? How do I equip my agents to deal with it better? And the second big belief we have is scale, which is we can demonstrate lots of cute pilots, but if they're not needle moving, that's more kind of attempting to ride the coattails of an AI wave. rather than really using it to fundamentally change our business. I think there are three or four places where we've seen huge value. Number one, care. Now, we committed to a 75% reduction in our calls and our 24 capital markets day, and we're well on track. And AI is a big part of that. We have a whole set of tools which help our agents, but importantly, also proactively address our customers. Again, this all goes together, right, with 30 million T-Life monthly active users and this you're able to proactively reach customers and prevent the call before it even happens and then deal with it as it happens. So care and service is scale and we put out a number of 2.7 billion which we feel really good about in total. The other big piece we're seeing is coding which is as the windows, as the context windows on these LLMs and AI as a whole has widened, our ability to kind of replace legacy software with AI coding is game-changing in terms of the impact it's had. And obviously, from a customer experience perspective, it allows us to move faster, build digital assets quicker, et cetera, et cetera. Legacy systems become much less of a constraint in that world. The third piece is the network and our whole customer-driven coverage, which really focuses on not playing a vanity game of the number of pops covered, but focuses on what's the incremental CLV I create through a network investment. What's the incremental NPS I create through a network investment is completely AI-driven and fueled. And the last piece of it is something that we're now scaling, which is something we call Intent CX beyond the care center. If you want to simplify it, it's think of a world where you're able to actually have a CMO of one. where you're able to deal with each individual customer. And with agents, you can actually do that. And we've seen some really promising early results from that. So we're all in from using AI to transform our enterprise, but for the sake of the customer.

That's fascinating. Shifting gears, maybe just talking about capital allocation. Last quarter, T-Mobile raised its free cash flow guidance. You also recently closed on the Spectrum sale to Grain. So how do you expect to deploy some of that incremental cash? Maybe talk about your capital allocation strategy more broadly as you balance shareholder returns and investments in the business.

Michael, I'll probably give you a boring answer, but that's a good thing when it comes to capital allocation because it means consistency. Our capital allocation framework hasn't changed. We start with determining what the right level of leverage is. We think 2.5 is the right answer for now. Then we go through all of the big significant investments that we're looking to make to run the business. Spectrum is one of them. We've walked away from Spectrum auctions or Spectrum deals that we thought were bad, Echo Star being a case in point. We just thought it was too expensive. And AWS 3 where we We acquired quite a bit of Spectrum, but at very, very affordable prices, right? Because we're really good at working through this piece of how do we do the trade-off on build versus buy, on densify versus buy more Spectrum. And you should absolutely expect us to continue doing that, even as we go through kind of 2.7 and C-band auctions, which, thanks to Chairman Carr, we're really excited about the Spectrum portfolio, both 2.7 and are adjacent to holdings that we have, so we're excited by that, and we will be rigorous. We will go look at specifically what's the build versus buy, and out of that tumbles kind of shareholder remuneration. That's been the way we've thought about it right through. Start with leverage, prioritize big strategic investments for the business, then out of that tumbles shareholder remuneration, and that's what we've consistently done. You shouldn't expect anything different. The way we'll allocate the cash from grain is exactly the same. We've got a way that works. We like that because we think that balances all interests, and that's what we'll focus on continuing to do. Great.

And could you just spend a minute talking about the spectrum portfolio and whether or not you feel like there's sufficient capacity to support your growth plans from here on out?

We think there's definitely enough capacity. I mean, you look at our wireless growth and our FWA growth, Our FWA, and we talked about this, I think, when we shared the FWA numbers, we're, in our current 15 million, we're assuming no incremental spectrum. We're assuming also no spectral efficiency gains, which we're seeing already, right? And so we feel good about the spectrum that's coming on board, and we will, as always, allocate capital the way we always have, which is look at the build versus densify argument and see what spectrum we need to buy.

Great. If I could ask about wholesale revenue, you know, there's been some, you know, headwinds there from DISH and Tracfone rolling off as expected. But how do you think about, you know, the potential tailwinds from like new MBNOs, ramping to reaccelerate, and potentially some of the benefits from advertising and cable B2B? So the way we see it is 25 and 26 are the trophies.

because you'll have dish and track phone probably rolling off a little quicker. You'll have advertising compensating for that. You'll have also new MVNOs like our Comcast and Charter, the cable MVNO focused on B2B. You'll have that coming in. So we'd see 25 and 26 really as the tough years. There may be a hidden question there on new MVNOs. just to put this beyond doubt, we don't see the value of doing an MVNO with a LEO operator because our MVNO strategy has remained consistent and coherent right through. We look at places where there is an incremental TAM to be got either because of distribution or brand or access and we just don't see the case for that.

And I guess that justifies a natural follow-up just on Starlink more broadly, right? Like obviously a lot of attention being paid to Starlink's ambitions to create a direct consumer mobile service, whether that be from satellite to mobile or femtocells or an MVNO, but just was wondering if you could just expand on the risk of another competitor coming in like that.

So starting off with, we know quite a bit about this category. I mean, with our partner, Starlink, we pretty much created this category from scratch. So we understand this business way better than a lot of speculation. The physics of this means this is a really complementary category in places like national parks, in edge cases, which is why it is 0.0003% of our usage at peak and 0.0002% at normal, which is what you would expect in a category like this. The physics constraints of direct-to-cell from satellite are huge, because you use your phone indoors or outdoors. Indoors, you're getting a signal that's 350 kilometers away versus one kilometer away from a cell tower. Signal strength goes down by the square of distance. So you're getting a signal that's 100,000 times weaker, which means it's not going to get in indoor. Outdoors, it's like flashing a torchlight from space. It's a beam size issue. Typical beam sizes right now are many times larger than Manhattan and can support about 10 concurrent users. Now, yes, beam sizes might shrink a bit. And by the way, getting more spectrum doesn't change constraint A or B. So we view this very much as a complementary edge use case, which does good things for customers in that edge use case, but is nowhere close. to a substitute in the vast majority of America.

As we wrap up and in the last few minutes here, I was just wondering if you could talk a little bit about key priorities, milestones that you're looking to achieve over the next year or two.

From my perspective, look, I think we've got an incredibly clear strategy, which, as I said, is characterized by driving forward on our growth vectors and feeding our culture. Those two give us an incredible moat. And when you think about what drives our growth going forward, consumer wireless, 20 million families and businesses, accounts in other words, are network seekers. These are people who chose Verizon or AT&T in the 4G era. These are 20 million not with us. They chose Verizon or AT&T in the 4G era because they thought it was the best network and they were right then. It's not true any longer. You know, we're adding about a million accounts a year. That's 20 years of runway on growth for us, just in consumer wireless. You look at something like small markets in rural areas, 40% of the population of America. We have 24% market share there. Now, yes, you can say we went from 13 to 24 in five years, but it's still 24%. There's a huge opportunity of growth there. You look at enterprise businesses. We're at 10% share, right? Massive growth opportunity there. FWA Broadband. were doubling. There's not many people who can say that. I mean, just look at our last quarter results. There's not many companies of our size and scale who've seen 9% growth in service revenue and 12% growth in EBITDA. And then you add on to that all of the upside that comes from just having the opportunity in financial services, having the opportunity in physical and edge AI, and I could spend a lot of time on why I'm truly stoked by those. But I think the central priority Feed the culture, widen the moat, because that moat lies at the heart of continuing to drive this growth. And the moat's really important to us because we don't think of this business tactically as here's the new pricing plan, what's the net add that I've added. Those are important things, but ultimately what drives success in this business is the quality of your strategic moat. And that's what I will focus on feeding and driving. That'll create the growth. Srini, thank you so much for participating in our conference. It's been a privilege to have you on stage here today. Great. Thank you so much. Thank you. Thank you.