CSFB Media & Telecom Conference December 9, 2003

1. CSFB Media & Telecom Conference December 9, 2003

2. Safe Harbor 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 identified in the reports and documents Insight files from time to time with the U.S. Securities and Exchange Commission. Insight undertakes no obligation to publicly release the results of any revisions to these forward-looking statements that may be made during this presentation to reflect events or circumstances after today or to reflect the occurrence of unanticipated events.

3. Introduction/Strategic Overview Michael Willner President & CEO

4. Attractive, market-dominantsystems Leading edge technology and infrastructure Bundled Service Offering Excellent Customer Service Insight Strategy Long-term Shareholder Value • Strategy has not changed • Focus to date primarily on the first three elements • Success to date allows concentrated focus on customer service in 2004

5. Insight Strategy • Bundled product strategy has always been about selling more products and increasing average revenue • Strategy does not depend on basic sub growth Customer Loyalty High Value Product Bundled Product Strategy Excellent Customer Service

6. Revenue from Other Products Driving Overall Growth Total Average Monthly Revenue Per Customer CAGR 12% $58.81 $57.10 $54.92 $55.34 $53.24 $51.63 $49.60

7. 2003 – A Year in Transition 2003 is a Year In Transition… • Transitioning from ‘building’ to ‘selling’ • Experiencing a dramatic increase in the number of products we offer • Growing into a relationship with our new partner, Comcast • Management changes

8. Top Quality Assets …But Some Things Remain the Same: Not all Cable Systems are Created Equal and Our Assets are Unique • Simple, standardized platform across the network • Single vendor for boxes (Motorola), VOD platform (Seachange, TVN), Data (Cisco), Billing (Convergis),and Telephony (Arris) • Allows us to roll out new products quickly and more simply • Example – HDTV was rolled out in just 6 months. We started the rollout in December 2002 and by June 2003 84% of our customers were HDTV-enabled. • OC48 Fiber Network – interconnecting almost all of our systems • Significant cost benefits to be reaped in routing phone and data traffic • Ability to service new products quickly • Highly upgraded for interactivity • Satellite can’t match this and we’ve just started to flex our muscles with this product • Headend consolidation allows for faster, more efficient rollout of new products and services

9. Q3 Performance Overview • Q3 Achievements • Strong Net Additions in Digital and High Speed Internet • 23,500 digital additions • 29,000 high-speed additions • 10.8% Revenue Growth • Q3 Challenges • 2,200 Basic Subscriber Loss • Telephone Partnership Transition • 6.5% Operating Cash Flow Growth

10. 2004 Strategy • Drive value through updated product strategies • Improve marketing strategy and messages • Provide top quality customer service

11. Strong Long Term Growth Prospects Assets are positioned for strong long-term growth • Capital investment is behind us • Demonstrating free cash flow this year, on track for substantial free cash flow and debt pay down next year It’s all about operational execution now

12. Q3 Operational Overview Q3 Operational Overview Dinni Jain COO & Interim CFO

13. Strong RGU Growth Revenue Generating Units Growth 9% 10%

14. Digital Net Additions Net Digital Adds Per Quarter Penetration 26% 27% 28 % 29% 31% * Excludes managed properties

15. Digital Net Additions Best Quarter in 6 Quarters for Digital Additions • Strong digital net adds with the return of the students • Better than expected sell-in of digital to students • Despite basic sub issues, we are still successful at selling digital to students • Churn rate was down • Digital disconnects Q3 YTD declined 20% vs. first 9 months of 2002 • Digital product gaining traction with new services on the digital platform • VOD/SVOD • HDTV • DVR

16. HSI Net Additions Net HSI Adds Per Quarter Penetration 6% 7% 8% 8% 9% * Excludes managed properties

17. HSI Net Additions Best Quarter Ever for HSI Additions • Tremendous success reconnecting students • Churn down 14% Q3 year-to-date vs. 2002 • Buzz in markets around high speed internet – benefiting from DSL attention

18. Basic Net Additions Net Basic Adds Per Quarter * Excludes managed properties

19. Basic Net Additions • Year to date basic churn is flat over last year • Weak Net Adds in Basic due to: • Competitive pressure • Local DBS marketing in Louisville • Timing of marketing campaigns • Lack of focus on basic customer proposition • Working on marketing and basic customer proposition will shore up basic sub loss – but not an immediate fix

20. Telephone Net Additions Net Telephone Adds Per Quarter * Excludes managed properties

21. Telephone Net Additions • Telephone back to Q1 level, but not where we’d like it to be • Relationship with partner in transition • Looking at other options for the business, but committed to telephony

22. Implications for Full Year 2003 • Reducing OCF guidance for the full year to 7.5 – 8.0% • Reiterate guidance on capital expenditures at $200 mil, down from original guidance of $220 mil • Reiterate neutral free cash flow for full year 2003 and positive for full year 2004

23. 2004 Strategy Vision for 2004

24. 2004 Strategy Transition from building to selling will focus on two main areas: • Product strategy to drive value proposition for existing and new customers vis-à-vis the competition • Operational tactics to protect and enhance our brand equity • Marketing • Customer Service

25. 2004 Strategy Product Strategies Vision for 2004

26. Product Strategy - Basic Current Situation New Strategy Customer Communications • 12 bills • One rate increase message • Four direct mail pieces asking them to buy more In Customer’s Minds we are the “Buy More, Spend More” Company Top Quality Customer Service • Get the install right - ‘delight’ them with service before asking them to buy more Proactive Communication of Value Message • No hassle factor – we’re there already • No ‘extras’ to pay for – extra rooms free, local channels free, service free • Conduit to much more, if they want it

27. Digital Penetration Opportunity Q3 Digital Penetration Q3 ‘02 Penetration 20% 24% 32% 35% Note: All data as of 9/30/03 and excludes managed properties

28. Product Strategy - Digital • Churn for this product is too high, spend money on driving down churn versus driving up connects • Lower churn through increased use of VOD • 6 pronged VOD strategy • Not about more channels • Interactivity as key differentiator • Finally have product in VOD to showcase technology • Digital as a platform for new products • HDTV • DVR

29. VOD Product Strategy • Focus will be on unique user rates not buy rates • Churn rates are 60% lower for VOD users vs. non-VOD users • Tactics to drive user rates • Enhancements and special offers to drive movie usage • Premium SVOD • Genre, brand-based subscription (sports, kids, news) • Free VOD • Local Content • Advertising

30. HDTV/DVR Opportunity HDTV • HDTV is a product that satellite can’t match • Local channels in HD are important for sports fans – satellite doesn’t have it • Available in 12 out of 14 markets – 84% of customers are HD enabled, 93% of digital customers are HD enabled • Attractive subscribers DVR • Integrated HDTV/DVR box – Motorola DCT 6208 • 80 GB hard drive – 60 hrs of std def pgmg, 10 hrs of HD pgmg Pricing • $12.95 (only $5 more than base digital price) for both DVR and HDTV • HD Tier $7.95 per month - ESPN, Discovery, HD Net, and HD Net Movies

31. Product Strategy – High Speed Internet • Tap pent-up demand in markets at current price levels • Penetration lags the industry • Demographics similar to other areas that are higher penetrations • Win battle for customer service • Continue to score high with reviewers and customers • PC Magazine survey score of A- • Broadbandreports.com score (as of 12/5/03) of 4.03 out of 5 • Bring churn down with even more enhancements to service • Leverage product strength • 3.0 Mbps downstream (and always have been), 128Kbps upstream • Will invest to make product richer

32. Insight Broadband vs. DSL

33. Product Strategy – Telephone • Telephony product important in overall bundle • Access to customers who don’t want to talk about television • Natural fit with data product • Excited about prospects for VOIP

34. 2004 Strategy Marketing and Customer Service

35. Marketing Focus in 2004 • Improving distribution channels • Retail deals – Best Buy and other local retailers • Direct sales • Acquisition marketing • Year round promotional planning • Effective coordination of marketing messages and campaigns • Retention • Customer communications strategy • After sales re-promotion of product benefits • Overall customer care Spending more, but not drastically changing cost structure

36. Customer Service Focus in 2004 • Installations • Focus on reducing error rates related to install activity • Fault Rates • Focus on reducing fault rates, particularly for new products • Billing Inquiries • Focus on reducing billing-related calls through customer education Minimize Call Volume and Truck Rolls

37. Financial Overview

38. Tack-on Bond Deal • Specifics • $130 million Tack-on to 10.5% Senior Notes due 2010 • Priced at 108.75 for total gross proceeds of $141 million • Proceeds will be used to pay down revolver • Rationale for Deal • Additional liquidity at an attractive price ($419m unused revolver) • Minimal increase in weighted average cost of debt • From 6.77% to 6.88%

39. Simplified Corporate Structure Previous Structure New Structure (1) Insight Midwest, L.P. is 50% owned by an indirect subsidiary of Comcast Cable Holdings, LLC (formerly known as AT&T Broadband, LLC,) which is a subsidiary of Comcast Corporation

40. Strong Credit Profile • Total Debt (in millions) – as of 9/30/03 Bank $1,650 High Yield $1,143 Total $2,793 • Leverage MW Holdings 4.21x Covenant 5.25x Insight Inc 7.00x (net of cash) • Interest Coverage MW Holdings 4.49x Covenant 2.25x TLA - $425mTLB - $1,125m Revolver - $100m (45m add’l in Oct.) 9.75% Sr Notes - $377m 10.5% Sr. Notes - $495m Inc Zeroes - $271m 4.34x including incremental $45m

41. Strong Credit Profile • Average Cost of Debt – 6.88% (pro forma for Add-On) • Down from almost 8% last quarter due to Coaxial refinancing and swaps rolling off • Fixed Rate Debt - 46% of Total Debt (as of 9/30/03) • Ample Liquidity (pro forma for Add-On) • $54m cash • $419m unused revolver, $305m available under the covenant

42. Free Cash Flow • Free Cash Flow positive in Q3 and Year to Date: Q3 2003YTD 2003 Operating Cash Flow $98.5 $283.0 Capex (47.0) (131.1) Change in Working Capital (7.1) (3.1) Cash Interest (29.1) (119.7) Cash Taxes (0.0) (0.4) Free Cash Flow $15.3 $28.6 • On track to be Free Cash Flow neutral for full year 2003 and strongly Free Cash Flow positive for full year 2004

43. Questions & Answers