Greetings, and welcome to Comcast's first quarter 2026 earnings conference call. At this time, all participants are in your listen-only mode. Please note this conference call is being recorded. I will now turn the call over to Executive Vice President of Investor Relations, Ms. Marci Rydvicker. Please go ahead, Ms. Rydvicker.

Thank you, Operator, and welcome, everyone. Joining us on today's call are Brian Roberts, Mike Cavanaugh, Jason Armstrong, and Steve Crony. I will now refer you to slide two of the presentation accompanying this call, which can also be found on our Investor Relations website, and which contains our safe harbor disclaimer. This conference call may include forward-looking statements subject to certain risks and uncertainties. In addition, during this call, we will refer to certain non-GAAP financial measures. Please see our 8K and trending schedule issued earlier this morning for the reconciliations of these non-GAAP financial measures to GAAP. With that, I'll turn the call over to Brian.

Good morning, and thanks, Marcy. We've taken a hard look at both where the market is and how we're performing and made some real changes. With our new leadership structure, Mike is co-CEO and taking the day-to-day lead on improvements, and Steve off to a fast start, fully running connectivity and platforms, I really like our team. Steve has brought in key new talent and is quickly restructuring a lot of the operations. And equally important, we have better aligned everyone across the entire company around a clear set of priorities with a sense of urgency to work in harmony toward the important company-wide initiatives. We've gone top to bottom in the businesses, looking at how we operate, how we serve customers, and where we need to reset. As you'll hear from Mike, Jason, and Steve, it's still early, but the initial results are encouraging. We're starting to see signs that our efforts are working, and we're shifting the businesses in the right direction. I'm also convinced that we have absolutely the best products in each of our markets. So the opportunity in front of us now is making sure customers really see that and feel it in every experience and touch point. There is a real energy across the company now to work together in different ways to take advantage of the big moments we have. Whether it's the mobile launch we just announced, the Olympics, the Super Bowl, or Xfinity's new membership program, these are opportunities to show up for consumers in a way that only Comcast can and connect that across all of our growth businesses. Net-net, I feel encouraged about where we are. We've got the right leaders. We're making meaningful but important improvements, and I feel good about these early results. Mike, over to you.

Thanks, Brian, and good morning, everyone. Our focus as we begin 2026 is on executing against the priorities Brian just highlighted. We are just one quarter into the year, but are pleased with the progress, so let me highlight some of the first quarter achievements. First, despite what remains an incredibly intense competitive environment, broadband net losses improved by more than 100,000 year-over-year, the first year-over-year improvement since the fourth quarter of 2020. We also delivered the best wireless net additions of any quarter in our history we've made in our connectivity business is underway. Second, in parks, another area of consistent and disciplined investment, we generated healthy underlying EBITDA growth driven by robust consumer demand at Epic with legendary February. We outperformed across audience, engagement, and monetization. And importantly, we leveraged this massive reach to market our connectivity products at scale, a proof point that when we really lean in, we can move the needle. Stepping back, most versions, and we're already seeing the benefits of a more focused portfolio. Our six major growth drivers now represent well over 60% of total and 50% when we introduced this framework three years ago. Supported by consistent organic investment and deliberate portfolio actions, including the spin of versant media. Now, going deeper on our connectivity and platforms business, the competitive environment remains intact, continues to market aggressively across our footprint, and promotional convergence offers remain elevated. We're not assuming this gets easier anytime soon. Against that backdrop, we're investing to compete effectively, whether it's against fixed watchers such as satellites. To do this, we're staying focused on what we can control and what matters most to consumers. Exceptional connectivity powered by the most reliable Wi-Fi and a simpler, more transparent experience that's easy to buy, activate, and support. Our confidence is building in the strategy and actions that are underway, including the execution of our go-to-market shift that we amplified in the full company and sharper targeting. And we saw that combination contribute to improve broadband and wireless performance this quarter. We also used these tentpole moments to launch real-time 4K, a meaningful differentiator enabling us to deliver live sports with lower latency and at a higher quality than our competitors. And we continue to see our customers consume more video online, which is driving network demand higher with monthly data usage on our network. Given the scope of the changes we've made across the business, the early signs of progress are Connect volumes are up for the first time in more than four years, voluntary churn continues to improve, and NPS is moving in the right direction. Customers are responding to our go-to-market strategy with roughly 40% of our residential broadband base already on our simple, transparent packaging, and the majority still expected to migrate by year-end. Wireless is a central lever in our convergence strategy. It increases engagement, reduces churn, and strengthens customer lifetime value. Wireless accelerated meaningfully this quarter, even as the competitive environment remains intense. our relationships were built. Our free line offer continues to perform well and is doing exactly what we intended, and expanding the top of the funnel across our broadband base. We're managing that base of customers with a clear lifecycle playbook focused on usage, engagement, and the overall product, converting a meaningful portion to paid relationships. At the same time, we're gaining traction in premium wireless. We launched Premium Unlimited a year ago to broaden our offering for customers who want a more feature-rich mobile experience, including unlimited talk, text, and data in the U.S. Since launch, adoption has increased meaningfully. Uptake is now around 30%, and the premium base is up roughly 5%. On that momentum with Mobile Plus, our new premium plan we launched just yesterday. Mobile Plus includes everything customers already value and adds lifetime device protection for all devices. We're the first in the industry to include this feature at no additional charge as part of the core offering, a disruptive shift away from the traditional pay-per-device model used by incumbent carriers. Mobile Plus strengthens our value proposition and reinforces our product and pricing advantage. Shifting to content and experiences, Legendary February was a remarkable 17-day stretch for our media business. More than 225 million Americans watched across the Milan Cortina Winter Olympics, Super Bowl 60, and the NBA All-Star Game. Record advertising sales, roughly $2 billion over the 17 days, and helped accelerate momentum at Peacock. We added 2 million net new subscribers in the quarter, with revenue up more than 70%, putting Peacock on track to approach profitability for the first time next quarter. The Olympics continue to be a meaningful differentiator for us. Milan Cortina was the most watching games since Sochi, averaging 23.5 million viewers. Peacock streamed a record 16.7 billion minutes, more than double all prior winter games combined. And NBC closed out primetime number one on the closing ceremony night, marking our 143rd consecutive Olympics night at the Super Bowl averaged 125.6 million viewers, the most watched in our 100-year history and the second most watched program ever. And the NBA All-Star Game delivered its largest audience since 2000. Telemundo Studios were off to an exceptional start with Nintendo and Illuminations movie, which has crossed globally, the biggest title of the year worldwide, and the franchise has now grossed $2 billion at the global box office. The rest of the year, with Steven Spielberg's disclosures Minions and Monsters, Christopher Nolan's The Odyssey, and Universal's Focker-in-Law, among others. Orlando continues to perform extremely well with epic driving strong resort attendance and higher per cap spending. We're continuing to invest behind a pipeline of growth. This year we open fast in Universal Hollywood Park in Frisco, Texas. Nationally, our UK park is progressing through final planning approvals as site stabilization begins, strengthen Japan with immersive Pokemon experiences. Let me turn it over to Jim.

Thanks, Mike, and good morning, everyone. Let me start with a high-level overview of our consolidated results and then get into more detail on our businesses. Before I begin, I want to note we recently issued updated pro forma trending schedules, which we filed in early March. The most significant change is the removal of Versant from our financials, along with a few smaller updates within connectivity and platforms and content and experiences. As a result, when I refer to our results today, all year-over-year comparisons will be presented on a pro forma basis. In the first quarter, revenue increased 11%, in part benefiting from NBC Universal's highly successful airing of the Milan Cortina Winter Olympics and the Super Bowl. Excluding these events, revenue was up low single digits. As we've discussed, this is an investment period for us. We continued to execute our broadband go-to-market pivot and customer experience improvements with the goal of stabilizing our customer base and returning the category to revenue growth over time. At the same time, we're absorbing the full cost of the first year of the new MBA contract in content and experiences, and this quarter included the peak dilution from that. As a result, adjusted EBITDA declined 9 percent. Earnings per share were 79 cents, and we generated $3.9 billion of free cash flow in the quarter, of which we returned $2.5 billion to shareholders, including $1.25 billion in share repurchases. Now turning to our businesses and starting with connectivity and platforms. Before diving deeper into the results, I wanted to begin with a high-level overview and share some perspective on the direction we're heading. As we've consistently emphasized, we made a decisive and strategic pivot in this business to position ourselves more competitively within the evolving broadband market. This transformation hasn't just been about minor tweaks. It's been a comprehensive shift. We've prioritized simple and transparent pricing. We've dialed up our investments in both current and future customer experience and doubled down to ensure our network and product offerings remain best in class. Another significant change has been how we're leveraging wireless to support and enhance broadband far more expansively than we have in the past. The encouraging news is that the early indications suggest this pivot is not only gaining traction, but is absolutely the right move. Our new go-to-market offerings are clearly resonating with customers. For instance, this quarter we saw a notable improvement in broadband performance, narrowing our losses by over 100,000 versus the prior year, while simultaneously achieving record wireless net additions, accompanied by a meaningful improvement in how our customers perceive and rate us as measured through net promoter scores. Of course, with any major strategic shift, there are inevitable costs. Simplified pricing and the inclusion of bundled free wireless lines have put pressure on broadband ARPU, and as a result, have also weighed on EBITDA growth, which is evident in our 4.7% decline this quarter. We were transparent about this last year, flagging that these pressures would intensify into the early part of this year, including the quarter we're reporting now and some incremental pressure in the second quarter. That expectation remains unchanged. However, we anticipate some relief as we exit this year, particularly as we begin to lap the initial investment pressures and monetize the free lines at the one-year anniversary mark of the start of our free line rollout. Looking ahead, like others in the industry, a key metric for success is increasingly shifting toward consumer purchase intentions around bundled broadband and wireless offerings. To support this, you'll notice in the trending schedules we published in March, we've started to break out wireless revenue into service and equipment revenue, and we're now grouping broadband revenue and wireless service revenue together into a new convergence revenue view. Our convergence ARPA, or average revenue per account, currently stands at roughly $85. For context, our telecom competitors are roughly double this amount on the same metric. This really underscores the significant growth opportunity in front of us, especially as we stabilize broadband and look to accelerate growth through wireless. Now let's get into more details on the quarter, starting with broadband. Broadband subscriber losses improved by 117,000 year-over-year to 65,000. This improvement reflects traction for our new go-to-market strategy, including improved connects year-over-year, lower voluntary churn, a step-up intake rates on gig-plus speeds, and the continued uptake of our free wireless line offer. In addition, we leaned into the unique moment that Legendary February created across our company by amplifying Xfinity brand awareness on a national platform, with particular emphasis on gig speeds and our five-year price guarantee. We estimate these specific offers accounted for over half of our year-over-year improvement in subscriber losses. Broadband ARPU declined 3.1%. This is consistent with the pressure we signaled on our fourth quarter call and reflects the absence of a rate increase at the beginning of the year, our new go-to-market pricing, including the legendary February offers, and the impact from strong adoption of free wireless lines, which initially has a diluted impact on broadband ARPU. We expect incremental pressure on broadband ARPU for another quarter until we start to anniversary early go-to-market transition efforts, as well as the impact of free lines starting to roll into paying relationships, which will happen in greater volumes as we exit this Convergence revenue declined 2.8%, with Convergence ARPA down 0.8%, reflecting the pressure on broadband revenue and partially offset by 15% growth in wireless service revenue. We added 435,000 net wireless lines, our strongest quarter on record, with nearly half of our residential post-paid phone connects coming from customers taking a free line. We're deliberately leaning in as our free line offer expands awareness and ultimately widens the base of customers we can drive into paying relationships. We also continue to see a strong uptake in our new premium unlimited wireless plans, accounting for about 30% of our postpaid phone connects, reinforcing that we're competing effectively in the higher value segment of the wireless market. We ended the quarter with 9.7 million total lines at 16% penetration of our domestic residential broadband customer base. Looking ahead in the second half of the year, many of the free lines will come up for monetization. Early engagement and usage trends are encouraging in that respect, and we expect to convert the significant majority of free lines into paying relationships, which should provide a tailwind to convergence revenue and ARPA growth over time. Turning to business services, revenue grew 6% and EBITDA increased 4%. Growth continues to be driven by strong momentum at our enterprise solutions business as we add customers and deepen our relationships through a strong mix of advanced solutions. And looking ahead, we're excited to expand our business mobile relationships through the launch of our T-Mobile and V&O, which adds another differentiated capability to the portfolio as we compete for business customers at every level. In content and experiences, there are a few items I'd like to highlight. At theme parks, we delivered another quarter of strong growth, with revenue up 24% and EBITDA increasing 33%. Adjusting for the roughly $100 million of pre-opening costs at Epic in last year's first quarter, parks EBITDA grew over 7%. Under the hood, we had very strong growth in Orlando, where Epic continues to drive higher per-cap spending and attendance across the entirety of the resort. We are really pleased with Epic's performance since its launch. It's expanding the overall guest experience and helping to position Universal Orlando as a true week-long destination. Partially offsetting strong growth in Orlando is some pressure. At our area in Osaka, we're seeing some impact from China-related inbound travel trends, which is putting pressure on attendance. And in Beijing, we're navigating a more challenging macroeconomic environment. Turning to media, revenue increased over 60%, including strong contributions from the Milan Cortina Winter Olympics and the Super Bowl, which together drove $2.2 billion of incremental revenue. Excluding those events, media revenue growth remained strong, up 13%, driven by 21% growth in distribution and 5% growth in advertising. The strong growth in distribution was driven by Peacock, with paid subscribers of 5 million year-over-year and 2 million sequentially, reaching 46 million. In advertising, underlying demand remained solid, supported by a record up front and a strong sports lineup, including the NBA. In the second quarter, we'll continue to benefit from sports, including the NBA playoffs and the FIFA World Cup on Telemundo and Peacock. Media EBITDA was a loss of 426 million. Consistent with the dilution we've been expecting in the first season of the NBA as we straight-line the amortization of these rights, with quarterly seasonality driven by game counts. The first quarter was the peak volume, with about 50% of the games played and the corresponding costs flowing through. So as a result, this quarter represents our peak EBITDA dilution from NBA costs. This dynamic flowed through to Peacock as well, where EBITDA losses were $432 million. Importantly, we expect the setup to improve from here, with second quarter reflecting a meaningful inflection point, with Peacock expected to approach profitability. So stepping back, the first quarter was the high-water mark for MBA-related dilution for media, and we feel good about the direction from here. At Studios, we had really strong growth this quarter. This was in large part driven by content licensing deals led by the successful renewal of The Office on Peacock. While that benefits Studios this quarter, it drives larger eliminations at the C&E level. Now let me wrap up with free cash flow and capital allocation. In the first quarter, we generated $3.9 billion of free cash flow. We did that while continuing to invest meaningfully across our businesses, including the broadband go-to-market pivot and customer experience working connectivity, further strengthening our domestic broadband network, and onboarding the MBA. Stepping back, our capital allocation framework has been and will continue to be balanced and consistent. With the Versant spin now complete, our portfolio is more streamlined and our capital priorities continue to start with investing organically behind our growth drivers. We ended the quarter at 2.3 times net leverage. Just as a reminder, leverage is calculated on a 12-month trailing basis. So as Versant exits the calculation over the course of this year, we expect leverage will tick up a bit. And as I said last quarter, our intention is to bring leverage back to 2.3 times. And we continue strong capital returns to shareholders. This quarter, we returned $2.5 billion, including $1.25 billion of share repurchases and $1.2 billion of dividends. And over the past 12 months, we've returned $11 billion to shareholders, which includes a significant and well above market dividend yield, along with strong and methodical share count reduction. This balanced approach has served us well, and it continues to guide how we allocate capital as we execute through this transition period. With that, let me turn it over to Marcy for Q&A.

Thanks, Jason. Operator, let's open the call for Q&A, please.

Thank you. Now begin the question and answer session. If you have a question, please press star to the number one on your touchtone phone. If you wish to be removed from the queue, please press star to the number two. If you're using a speakerphone, you may need to pick up your handset first before pressing the numbers. Once again, if there are any questions, please press star, then number one on your touchtone phone. Our first question today is coming from Craig Moffitt from Moffitt-Nathanson. Your line is now live.

Hi, thank you. I guess the obvious place to start is with broadband. your broadband ARPU rate of decline actually moderated sequentially a little bit I wonder if you could just elaborate a little bit on how much lower do you think broadband ARPU might have to go to maintain the kind of stabilization that you've seen and then if you could just broaden the lens perhaps to talk about where the improvement came from Was it relative to FWA? Was it relative to fiber? Was it relative to all of the above?

Craig, it's Steve. Thank you for the question. As Jason said, and we previously have highlighted in the early part of the year, we do see some incremental pressure in Q2, but we do expect relief as we exit the year. And we talked about it. The primary drivers of the decline include the absence of a broadband rate increase, free wireless lines, and a migration to our simplified pricing. I talked about it earlier. We were not competitive enough. We need to adapt our approach and pivot the business. And our focus is on getting to the other side of this as soon as possible. I'll talk about a few of the areas where we see improvement. Our continued mix shift to higher speed tiers. We're seeing a significant improvement in our gig plus tier speed mix. Our higher mobile attachment. 25 was our best year in mobile. net ads, our line net ads that we've had, and Q1 was our largest quarterly. And we're seeing the early cohorts of our free line conversion, and we expect significant majority of those to convert to paid relationships. That'll accelerate in the back half of the year. Mike touched on his script. We've launched new premium products, and we're very happy with the selling there on the mobile side. And we do maintain our pricing flexibility, so we can adjust the rate and acquisition pricing as the marketing evolves. And we're lapping the period, and we will lap the period of elevated transactional activity tied to plan migrations, and we expect those volumes to normalize over time, and that will reduce our dilution going forward. So, you know, I think we will see improvement as we exit the year this year. And in reference to your second question, overall, you know, I touched on it in the last call, four key objectives I'm focused on. It's improving broadband performance year-over-year, driving higher mobile penetration, creating better customer outcomes, and returning to revenue and EBITDA growth. And we're really encouraged by Q1. We did see benefit across all of our competitive environments, and we did see both connects and disconnects improve. Jason highlighted, though, a little over half of the improvement was tied to our investment in legendary February. It was a unique opportunity for us, and we really took advantage of it. But foundationally, our new pricing and packaging is resonating, and we're supported by clear messaging, better creative, driving greater awareness across our prospects and our base. And additionally, we're leaving no stone unturned. I'm challenging everything. We're pushing hard. A few examples of that are we're leveraging our data more effectively than we ever have. We're using AI to improve transactional outcomes. We're currently running hundreds of models with thousands of attributes. position, our upsell, our win back, our retention, and we're enhancing our marketing tech stack to enable greater customization and personalization, leveraging those models to drive better outcomes. We'll continue to focus on the customer experience, and we're driving improvements across the entire customer lifecycle. That includes simplified buy flows, simplifying our activation, focusing on same-day ordered activation with broad-based channels, taking out customer effort, and continuing to improve reliability across the end with the results. So we're seeing early and measurable progress in NPS. And we're also hyper-focused on sales effectiveness. We hire a new head of sales, and that individual is focused on sales development, training, staffing models, compensation models, and tools, and once again, pleased with the early results there. So I'd say in summary, we're building a more stable customer base with our new pricing and packaging. We're We're seeing higher gig tier mixes, accelerating mobile attach.

Steve, that's super helpful. Could you just comment on the FWA versus fiber part of that?

Yeah, like I said, we saw improvement across all of our competitive environment.

And, Craig, I would just add to that, I think, to step way up. The improvements, equal parts execution, and then leveraging the totality of this company. On the execution side, as Steve said, I said in prepared remarks, our connect activity was better. Our churn activity was better. Customer perception of us was better. So all sort of taking place in the quarter are expected to repeat. Amplifying, you know, across the company through legendary February, that little bit more of a one-off event. We'll obviously look for opportunities to do that again in the future, but nonetheless put the full weight of the company behind this in the quarter.

Thank you.

Really helpful.

Thanks, Craig. Operator, next question, please.

Certainly next question is coming from Michael Rollins from City, your line is now live.

Good morning. I'm curious if you could expand further on some of the success you're seeing in wireless in terms of kind of moving up into larger families. You mentioned the business opportunity that's coming up with new MVNO. And also just within this context, what is Comcast doing to simplify the migration process for customers? And if carriers start to pull back on subsidies, your competitors do less on that, does that help you, you know, get a better hit rate to move customers over to Xfinity Mobile. Thanks.

So the question, Mike, you know, I strongly believe we have the right to compete and win when it comes to mobile. You know, we have two strong MVNOs covering consumer and broadband. We have the largest converged footprint. We have the nation's largest Wi-Fi network. We've talked about it. We offload about 90% of XM traffic, and we have lower acquisition costs because we're selling to our base. Continued operational focus, Q1 was great, our largest line net ad, and this has helped create awareness within the organization. We're mobile-led and really helping with our sales effectiveness. We're also doing a much better job in lifecycle management. So we're selling more to our existing customer base. We're selling more to our mobile customer base. About 30% of our connects, line net ads, are coming from existing mobile customers adding more mobile lines, which is really important for us. We're focused on continuing to improve the customer experience. We have a long way to go here, but we've made great strides, once again, across the entire customer lifecycle. And as it's been the case the last few quarters, about 50% of our line connects are free lines. And we're really, really pleased, as I touched on the last question, with the early retention rates for that free line roll-off. And then on top of that, we have the TMO MVNO, which will be launching in the near future, market and enterprise customer base. And then in reference to your question on the subsidy side, we primarily compete on price and value. So really, really focus there. And we will use subsidies, you know, selectively, new product launches, key moments. But that's an area that we'll continue to watch and target, also target throughout the customer lifecycle. cycle. And then the last one, which Mike touched on a bit, is our premium plans. So we launched that about a year ago. And we really were not competing well for those that wanted to feature rich 30% of our connects, our premium customers. And as of yesterday, we launched a new premium plan that has device protection included. We think that's a significant differentiator. No one else in the marketplace is doing that. So not only will it help our premium upsell, it should also help our conversion rates when it comes to mobile. So overall, when you look at it, I think with our MB&O relationships, it's a capital-efficient model. We have a cost structure that supports profitable value proposition, and it's really resonating with our customers. And with about 16% penetration, we have a long runway ahead of us.

And it's Mike. I'll just pile on. I think if you look at the journey over multiple years in mobile, It's been a steady compounding effect, basically, of improving the product from, you know, by the gig and a focus on a certain type of household at the beginning to now we're fully competitive right up to the top of the need of a household at the higher end. Plus the passage of time, I think, and Steve's folk organization of attaching mobile and using free lines and being hyper-focused, as we're in this year, of the processes and lifecycle management that he mentioned to make sure we do a great job converting to paid. He said once we see that happening, we're doing a nice job getting paid mobile customers to add more lines down the road. So this is not a fleeting moment for us these past few years. I think we've been steadily building and letting the effect of our progress in mobile compound itself and it's going to continue to be a big area of focus for Steve and his team going forward.

Thanks, Mike. Operator, next question, please.

Certainly. Our next question is coming from John Hudlick from UBS. Your line is now live.

Great. Thanks, guys. Two, if I may. Maybe first for Steve. From Jason's comments, it sounds like half of the benefit of the year-over-year improvement in broadband subs is due to the sort of legendary February promotions and the half was sort of organic based on some of the efforts you've had. If we expect those efforts to sort of gain more traction through the year, can we expect the high-speed data subscriber losses for the year to improve versus last year? That's my first question. And then second, maybe for Brian, we spent about a year talking about media consolidation, but I think that the conversation that's shifted towards cable consolidation. Just what are your thoughts on the potential landscape and maybe regulatory framework and sort of just backdrop on further consolidation in the cable industry? Thank you.

Thanks for the question, John. Yeah, I would say we do expect improvement year over year, but more than half of the benefit in Q1 was tied into the legendary February. We really leaned into that from a marketing investment and an offer investment. Like I said, it was a great moment, and we took advantage of it.

Let me start, and maybe Mike wants to, this Brian, jump in as well. Look, with the energy, I think you can feel it in the team. The broadband business, I think, you know, frankly, we've corrected and perhaps way too much negativity. So I think we have a great company, and we're going to operate even better in the months and quarters ahead. That's the plan of record. Part of that is, you know, believing in the assets you've got. We've made the change with Versant, and I think we feel really good about and comfortable. But as we said on the last call, and I think we've always thought, if we can find ways to create shareholder value, just on looking at those kind of creative situations. But that company, but Mike, what are your thoughts?

Yeah, I think you said it. I think the opportunity we have, given the negativity around the cable segment and the changes we've made and the progress we're seeing and the roadmap we see ahead, I think is undervalued, frankly. And the negativity on the business is something we need to work on changing people's sentiments, period, full stop. And I think doing that by continuing to run the play that Steve just articulated really well, you know, is in addition to that, we've got plenty of opportunities and have worked with others in the industry to partner around, you know, video or mobile or otherwise. So there are ways ourselves through scale in partnership terms, and we're open to doing that. And then ultimately there's always bigger ideas that, as Brian said, open to strategic possibilities to create value. But we've got what we can do ourselves, and the list is long.

Thanks, John. Operator, next question, please.

Certainly our next question is coming from Jessica Riefurlich from Bank of America Security. Your line is now live.

Good morning. I guess turning to NBCU, as you also just said, your assets are more streamlined following diverse and spin, and you've locked in basically all major sports, like everything at this point. So as you look at, you know, your key assets in Universal Studios, Peacock, Theme Parks, they all seem strategically very important. How are you thinking about allocating capital across these assets? But more importantly, what gives you confidence the returns will become more visible in your consolidated earnings over time? And you said Peacock will be profitable next quarter, but should we expect consistent profitability? Thank you.

Sure. It's Mike, Jessica. So I think zooming out, I think we feel great about NBCUniversal. Set up post-versant with each business that's within it, parks, studios, and media. Set up to be, you look at parks, the big initiative last year was Epic, and ahead of us is a U.K. park and the expansions of the kids' parks in the U.S. and more to come. So I think the creative plans inside our parks business to keep driving growth, and that's one of our six important growth drivers, is a good one. And we love that business, and we'll allocate, you know, recycle the capital that they create back into the business over time to keep growing that business and creating value above that that's a leader. commented on studios early in the script, great further movies coming out the rest of this year. We've been the last three years, and I expect that to continue under the great leadership that we have, and that's a part of the flywheel of creating franchises and feeding parks and fits right into what makes a media company great alongside parks. And then on the media side, now that we are post-versant and first quarter out of the gates, very, very focused. It's a combination of NBC broadcast and Peacock, and as Jason said, Peacock should approach profitability in the second quarter. And then because of our straight-line amortization of NBA rights, as we look to the next season, so to speak, of an NBA lapping itself, I think the profitable profitability for Peacock is what we have our sights set on, And that, combined with really putting it together with linear media business in NBC, is how we're going to manage the media business going forward. And what they're willing to cast sustains, which I think we've already, and what it means to marry a great broadcaster like Peacock. We've worked to do behind media business and media that are going to work together for years to come, and we're going to be focused on driving value.

Thanks, Jessica.

Operator, next question, please. certainly our next question is coming from Sean Diffley from Morgan Stanley your line is now live great thanks very much team you had alluded to satellite being kind of a new thing to be concerned about I was curious if you could compare and contrast the fixed wireless learnings versus the satellite learnings and do you expect that to change meaningfully the way that regulators could look at the definition of the market and to John's question earlier potentially have a more favorable view of larger scale M&A in the cable sector?

Thanks for the question, Sean. You know, our assumption is that the market will stay highly competitive. Fiber, fixed wireless, and now satellite is getting more promotional. And what we focus on is what we can control and what matters to the customer anchored by the following. You know, we have a great network that is on par with fiber. It does exceed the capabilities of fixed wireless and satellite, both of which are capacity constrained. We're focused on price value. Our new go-to-market strategy and free wireless lines is really resonating in the marketplace. We have a differentiated Wi-Fi experience that ranks number one for reliability in our footprint, hugely important for the customer, and we're improving the customer experience. With the tremendous amount of focus that we have, we are taking a vulnerability and I believe creating an opportunity. If you take it from the customer's lens, what the customer is solving for is with consumption growing about 10 percent year over year, and that lends itself to prioritizing a Wi-Fi experience that leans into speed and reliability. Customers, though, prioritize simplicity, and this is where Fixed Wireless did really well. It changed the game on ease of install, simple pricing. As I touched on earlier, that's exactly where we've been investing, and I see no reason why we can't win there as well. So to me, if you put all these together, I feel we have a great hand. We either have a leadership position or we have a path to a leadership position on the things that matter most to our customers, and that is how we intend to compete, no matter who the competitor is.

On the second part of that question, look, I think what you count on us to do is to read technology and the landscape. And I think as the government happens here in the years ahead, that's why we, for 50 years, have an opportunity to see this changing landscape, what opportunities that open up for the company. And, again, I echo with the team, things we can control, and that's making our customer experience better and making sure we have the absolute best product in as many customers' homes. And then we'll see where the market evolves to and what doors that opens. Changing landscape, the last 50 years, we've managed to position the company in a place where return capital shareholders, all things Jason said.

Thanks, Sean. Operator, next question, please.

Our next question today is coming from Sebastiano Petty from J.P. Morgan. Your line is now live.

Hi, thank you for taking the question. I guess just given some of the headlines we're seeing on a macro basis and, you know, consumer sentiment kind of at all-time lows, just any color you might be seeing domestically in the parks or from, you know, maybe some of your ad partners, if you're sensing any tone shift perhaps in their, you know, in the economic weaknesses that translating to, you know, park attendance, et cetera. I know you did talk about Epic driving higher attendance and per caps. And then maybe just more of a housekeeping question. I think, Mike, in your prepared remarks, you did say, you know, fiber builds are accelerating. Obviously, you see all the announcements out there from your competitors. Not surprising. But any update in terms of where you guys stand today, perhaps on a fiber overlap basis across your residential footprint?

Sure, Sebastiano. So I think in terms of the macro and the geopolitical and how it's affecting our domestic business, Jason commented on some of the impacts on international parks of just changing in travel patterns. And I think the inbound international travel to the U.S. parks is something that has not ever gotten back to the level we saw pre-COVID. So those are those factors continue to exist. I think inside the U.S., domestic to domestic, we haven't yet seen any significant impact in the parks business caused by higher oil, but I think that does not mean that it may not happen depending on the duration of the effect on price of gas and the like and airline tickets and so forth. So more to come, but thus far not seeing a pullback of any level that's concerning in the current results. But like I said, we'll see what the coming quarters look like. And pretty much the same on the advertising side. We felt obviously had an excellent just-finished on the advertising front, best ever. And so I think underneath it, aside from the special events that we had during the quarter, it was strong advertising results at a baseline level. And as we sit here now, that's...

I just want to comment with advertisers, obviously the same for NFL Sunday and the Super Bowl.

Reference to the second part of your question.

Thanks, Sebastian. Operator, we have time for one last question.

Thanks for our final question. And today is coming from Michael Eng from Goldman Sachs. ReLine is now live.

Good morning. Thank you for the question. I just wanted to ask about the wireless line to paid strategy in the second half. First, would you just talk a little bit about what you've seen in the free line roll-offs to date and the strategy that gives you the confidence in the successful conversion later this year? And then second, I was just wondering if you could talk about the related impact from the wireless monetization strategy on broadband subscriber trends. Could this also help broadband ARPU stabilize later this year?

In reference to the wireless freeline to paid strategy, we're early in that role. As I mentioned, we're really focused on lifecycle management and managing those customers all the way throughout. And in the early cohorts, we've seen a significant majority of those customers rolling to paid. So we feel that will continue as we move forward and more of these lines roll in the back half of the year. And, yes, it will have a direct mission as those lines roll to paid in the back half of the year.

Thank you, Mike. That now ends our call. Thank you, everyone, for joining us this morning. Thanks, everybody.

Thank you. That does include today's question and answer session and today's conference call. A replay of the call will be made available starting at 11.30 a.m. Eastern Time today on Comcast Investor Relations' website. Thank you for participating. You may all disconnect.