Smith Barney Citigroup 14 th Annual Entertainment, Media & Telecommunications Conference

1. Smith Barney Citigroup14th Annual Entertainment, Media & Telecommunications Conference January 7, 2004

2. Rocco B. Commisso Chairman and Chief Executive Officer

3. Safe Harbor Statement Any statements in this presentation that are not historical facts are forward-looking statements. The words “plan”, “believe”, “expect”, “anticipate”, “estimate” and other expressions that indicate future events and trends identify forward-looking statements. These forward-looking statements are subject to certain risks and uncertainties that could cause actual results to differ materially from historical results or those anticipated. Factors that could have a material and adverse impact on actual results are described in the reports and documents Mediacom files from time to time with the Securities and Exchange Commission. Mediacom undertakes no obligation to publicly release the results of any revisions to these forward-looking statements to reflect events or circumstances after today or to reflect the occurrence of unanticipated events.

4. Company Overview • Network upgrades complete • Redefining our market opportunity • Launching enhanced broadband products • Strong 2004 financial guidance • Dramatic improvement in unlevered FCF

5. Powerful Broadband Network Network Capacity Network Scale 98% 95% 98% of network upgraded 95% of customers served by 50 largest headends

6. Our Network – Built for Years to Come • $1.2 billion invested in cable network • Network capacity can be expanded at reasonable costs and is success-based • Dark fiber – node splitting • DWDM • Statistical multiplexing • Digital transition • MPEG-4 • DOCSIS 2.0

7. Redefining Market Opportunity Total Market Potential: $8.0 Bln $10.0 Bln 12.5% 15.0% Mediacom’s Market Share 2003 2007 Mediacom’s Rev.: $1.0 Bln $1.5 Bln Revenue diversification to accelerate

8. Growth Propelled by New RGU’s Rev/Basic Sub: $35 $53 $80 98% 84% 67% 18% 12% 10% 5% 4% RGU/HP 68% 81% 105% Rev/RGU $34 $38 $41

9. John G. Pascarelli Executive Vice President, Operations

10. 2004 Operational Objectives • Enhance video offerings • Continued investments in customer care • Strengthen HSD product line • Expand commercial data business • Launch VoIP telephony

11. Core Video Strategy • Competitive response to DBS • Leverage our broadband network’s strengths via product enhancements • Intensify retention and customer care efforts • Re-qualify customer base/market footprint

12. Enhance Video Offering • Transform the core video product from family cable to entry-level digital • Drive incremental digital penetration with value-added product enhancements Availability % of digital customersYE03YE04 VOD 50% 65% DVR - 70% HDTV 60% 80% Product Differentiation

13. Customer Care: Priority #1 • Virtual Contact Center initiative enables re-routing of calls among call centers • Instant access to customer records and company product information • Transitioned away from external contractors to in-house trained technicians • Improves quality of customer service and productivity of customer care personnel

14. Residential Data Customer Growth HomesMarketed: 1,057,000 1,420,000 2,320,000 2,635,000 Penetration %: 6.1% 8.1% 8.2% 9.9%

15. Strengthen HSD Product Line • Increase flagship product speeds to 3MB • 5MB residential product for heavy users • Testing “lite” product - slower speeds/no ISP • Capitalize on comparative advantages • Core product available to over 95% of footprint • Limited DSL availability

16. Expand Commercial Data Business • Dedicated in-house division • Naturally positioned with dark fiber and “One Network” • Over 500,000 small- and medium-sized businesses in our markets • Custom/turnkey high-speed Internet/data • Enterprise Networks Powered by Mediacom

17. The Future – VoIP Telephony • VoIP: next layer of revenue growth • Complete the “triple play” bundle • Cash flow accretive business model • Favorable ROIC • Positioning to launch service in 2H 2004

18. Financial Overview

19. Flexible Capital Structure Mediacom Communications Corporation Convertible Notes $173 Total Debt/OCF 7.5x Total Debt (excl cnvt)/OCF 7.1x Total Debt: $3.05 Billion Cost of Debt: 6.4% Mediacom Broadband LLC Senior Notes $400 Total Debt/OCF 6.5x Mediacom LLC Senior Notes $825 Total Debt/OCF 7.1x Mediacom LLCSubsidiaries Senior Secured Debt $696 Unused Credit Commitments $340 Senior Debt/SCF 3.1x Mediacom Broadband LLCSubsidiaries Senior Secured Debt $946Unused Credit Commitments $446 Senior Debt/SCF 4.4x Notes: Mediacom LLC bank and bond covenants include the $4.5 million of 3Q03 investment income paid by Mediacom Broadband LLC as SCF and/or OCF. Based on 3Q03 data. Dollars in millions.

20. Strong Credit Profile – Debt Maturities (Q3 2003) Fixed/Floating: 73%/27% Note: Dollars in millions. Excludes $7.2 million of capital leases.

21. Excellent Liquidity Position Total borrowing availability of $605 million • Notes: Dollars in millions. As of 9/30/03. • USA and Midwest Annualized Bank Cash Flow each includes $9.0 million of annualized investment income on the combined 12% $150 million preferred equity investment in Mediacom Broadband LLC. • Includes letters of credit and capital lease obligations (net of carve-outs) for bank covenant purposes. • Actual Availability is the lower of Potential Availability and Unused Bank Lines.

22. 2004 Financial Guidance • Revenue of $1.075 billion to $1.085 billion • OIBDA of $425 million to $435 million • CAPEX of $165 million to $175 million • Unlevered FCF of at least $250 million • Interest expense of $194 million to $200 million • FCF of at least $50 million

23. Significant Decline in CAPEX $408 Q1-Q3 03 $193 Q4 03 47 2003 $240 $240 $170 $200 Upgrades $55 CAPEX per Sub: $256 $155 $110 Note: Dollars in millions except per sub figures. 2004 cap ex represents midpoint of guidance.

24. Dramatic Improvement in Unlevered FCF $250 • $1 billion of NOLs • New valuation metrics $165 ($56) ($37) ($37) % of Revenue: (17.0%) (6.3%) (4.0%) 16.4% 23.1% Notes: Dollars in millions. 2004 revenue figure based on mid-point of revenue guidance.

25. NOLs – Real “Unrecognized” Value • Net operating loss carry forwards projected to exceed $1.0 billion at YE03 • Taxable income not expected until 2009, so NOLs will continue to grow • NOLs represent real “future” value as a tax shield and hundreds of millions of dollars in “present” value

26. Putting Mediacom Into Perspective Monthly Rev/Sub OCF Margin Unlevered FCF/Revenues Annual Unlevered FCF/Sub Note: Data for the Q3 2003 period.

27. Summary • Leverage broadband network • Strengthen competitive video position • Broaden data business • Seize VoIP opportunity • Accelerate FCF growth and deliver superior ROIC

28. Use of Non-GAAP Financial Measures This presentation includes the financial measures “operating income before depreciation and amortization,” “unlevered free cash flow” and “free cash flow”, which are not determined in accordance with generally accepted accounting principles (GAAP) in the United States. The Company defines unlevered free cash flow as operating income before depreciation and amortization less capital expenditures, and free cash flow as operating income before depreciation and amortization less interest expense, net and capital expenditures. Operating income before depreciation and amortization is one of the primary measures used by management to evaluate the Company’s performance and to forecast future results. The Company believes this measure is useful for investors because it enables them to assess the Company’s performance in a manner similar to the method used by management, and provides a measure that can be used to analyze, value and compare the companies in the cable television industry, which may have different depreciation and amortization policies. A limitation of this measure, however, is that it excludes depreciation and amortization, which represents the periodic costs of certain capitalized tangible and intangible assets used in generating revenues in the Company’s business. Management uses a separate process to budget, measure and evaluate capital expenditures.

29. Use of Non-GAAP Financial Measures Free cash flow is used by management to evaluate the Company’s ability to service its debt and to fund continued growth with internally generated funds. The Company believes this measure is useful for investors because it enables them to assess the Company’s ability to service its debt and to fund continued growth with internally generated funds in a manner similar to the method used by management, and provides a measure that can be used to analyze, value and compare companies in the cable television industry. The Company’s definition of free cash flow eliminates the impact of quarterly working capital fluctuations, most notably the timing of semi-annual cash interest payments on the Company’s senior notes. The only difference between the terms free cash flow and unlevered free cash flow is that unlevered free cash flow does not subtract interest expense, net. The Company’s definitions of free cash flow and unlevered free cash flow may not be comparable to similarly titled measures used by other companies. Operating income before depreciation and amortization, unlevered free cash flow and free cash flow should not be regarded as alternatives to either operating income or net loss as indicators of operating performance or to the statement of cash flows as measures of liquidity, nor should they be considered in isolation or as substitutes for financial measures prepared in accordance with GAAP.

30. Use of Non-GAAP Financial Measures The Company believes that operating income is the most directly comparable GAAP financial measure to operating income before depreciation and amortization, and that net cash flows provided by operating activities is the most directly comparable GAAP measure to unlevered free cash flow and free cash flow. Any applicable reconciliation of historical non-GAAP financial measures included in this presentation to the most directly comparable GAAP financial measures is available at the Press Releases link in the Investor Relations section of the Company’s website at www.mediacomcc.com. The Company is unable to reconcile operating income before depreciation and amortization, unlevered free cash flow and free cash flow to their most directly comparable GAAP measures on a forward-looking basis primarily because it is impractical to project the timing of certain items, such as the initiation of depreciation relative to network construction projects, or changes in working capital.