Update: 3rd Quarter, 2002 November 5, 2002

1 Forward Looking Statement Disclaimer Some of the statements made by RCN in these slides are forward-looking in nature. Actual results may differ materially from those projected in forward-looking statements as a result of a number of factors. RCN believes that the primary factors include, but are not limited to, availability of financing, ability to obtain regulatory approvals, uncertainty relating to economic conditions, ability to attract and retain qualified management and other personnel, changes in government and regulatory policies, pricing and availability of equipment, materials, inventory and programming, our ability to meet the requirements in our franchise agreements, the number of potential customers in a target market, the completion of acquisitions or divestitures, acceptance of the Company’s services, development and implementation of business support systems for provisioning and billing, the availability and success of strategic alliances or relationships, ability to compete effectively with better-financed incumbent providers, ability to overcome significant operating losses, RCN’s ability to develop and penetrate existing and new markets, technological developments and changes in the industry, changes in the competitive environment in which RCN operates and ability to produce sufficient cash flow. Additional information concerning these and other important factors can be found in RCN’s filings with the Securities and Exchange Commission. Statements in these slides should be evaluated in light of these important factors.

2 Cash Burn ($ in millions) Note: $200M of 4Q00 expenses were paid in 1Q01

3 Continued Operational Improvements ($ in millions) * Normalized Gross Profit excludes one time credits received in 4Q01. Gross Profit with one-time credits is 63%, or $90MM. * * Normalized Gross Profit excludes one time credits received in 3Q02. Gross Profit with one-time credits is 64% or $95M.

4 Revenue Growth ($ in millions)

5 Revenue Generating Connections ( in 000’s) * Includes LD connections for customers in markets where new billing system is implemented. LD penetration is calculated based on 1,091,000 marketable homes in ICOMS-converted markets. ** Yearly numerical and percentage changes in network connections excludes long distance in order to provide a like-with-like comparison. ** * * * *

6 Continued SG &A Improvements Long-term savings were offset-by one-time costs Reduced run-rate SG&A – Operational efficiencies – Headcount reduction – Lower facilities costs One-time charges and real estate tax increases offset improvements – Capitalization changes$1.0M – Severance for staff reduction$.7M – Legacy billing system charges$.7M – Real estate tax increase $1.2M Anticipate further reductions – Real estate, property tax, billing system, operations

7 Convergent Billing System Implementation Update Launched in the following markets: – –Central New Jersey, Philadelphia, Los Angeles, San Francisco, Lehigh Valley, Boston, Washington DC New York and Chicago launched October 2002 Will generate significant operational efficiencies

8 The Key Drivers of the Business (1) Revenue and customer numbers exclude commercial, dial-up and reciprocal compensation. (2) Due to a multiple billing systems platform, the number of Residential Customers is actual where the convergent billing system has been implemented, and in other markets it is calculated based on an algorithm. * ARPC & ASPC are monthly figures

9 Marketing Focus Increasing revenue and services per customer Migration A la carte to bundles A la carte to bundles Increase core connections Increase core connections Sell additional services and add-ons Sell additional services and add-onsRetention Unique customer relationship program Unique customer relationship program New features: mega modem, static IP, etc. New features: mega modem, static IP, etc. Superior cust. service Superior cust. serviceAcquisition New segmentation approach to bundles New segmentation approach to bundles Focus on selling value Focus on selling value Satisfaction Guarantee Satisfaction Guarantee Only 24% of customers are bundled Only 24% of customers are bundled Overall services per customer are 1.94 Overall services per customer are 1.94 Resilink averages 3.3 services per customer Resilink averages 3.3 services per customer Establish true loyalty with customer Establish true loyalty with customer Reduce churn Reduce churn Increases probability of future sales efforts Increases probability of future sales efforts Assist in migration Assist in migration Proactive use of CSI Proactive use of CSI Only 35% customer penetration of marketable homes (without CNJ) Only 35% customer penetration of marketable homes (without CNJ) New pitch in remarketing New pitch in remarketing Incentive and value for switching to RCN Incentive and value for switching to RCN Strategy Opportunity

10 OPPORTUNITY SF Phl LA Qns Star Man Chi LHV Car CNJ Bos Market Opportunities Charter Cox Comcast Source: Company Filings

11 Continue Our Steady Progress... Managing cash in line with revised plan Maintaining high gross margins Focusing on revenue opportunities Continuing to improve the operating profitability of the business

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