Baird 2006 Growth Conference.

Robert W. Baird & Co.

2006 Growth Stock Conference

Mark Angelino

President, Business Solutions

2

Cautionary Statement

This presentation includes “forward
-
looking statements” within the meaning of the securities laws. The statements in this presen
tation regarding
the business outlook, expected performance, as well as other statements that are not historical facts, are forward
-
looking state
ments. The words
"estimate," "project," ”forecast,” "intend," "expect," "believe," "target," “providing guidance” and similar expressions are
int
ended to identify
forward
-
looking statements. Forward
-
looking statements are estimates and projections reflecting management's judgment based on
currently
available information and involve a number of risks and uncertainties that could cause actual results to differ materially fr
om
those suggested by
the forward
-
looking statements. With respect to these forward
-
looking statements, management has made assumptions regarding, am
ong other
things, customer and network usage, customer growth and retention, pricing, operating costs, the timing of various events and

th
e economic
environment.

Future performance cannot be ensured. Actual results may differ materially from those in the forward
-
looking statements. Some
factors that
could cause actual results to differ include:

•
the uncertainties related to the benefits of the merger with Nextel including anticipated synergies and cost savings and the
tim
ing thereof;

•
the potential impact of difficulties Sprint Nextel may encounter in connection with the integration of the pre
-
merger Sprint and

Nextel businesses,
and the integration of the businesses and assets of certain of the PCS Affiliates that we have acquired to intend to acquire
and

Nextel Partners,
Inc.;

•
The impact of the spin
-
off of Sprint Nextel’s local communications business;

•
the effects of vigorous competition, the overall demand for Sprint Nextel’s service offerings including the impact of decisio
ns
of new subscribers
between Sprint Nextel’s post paid and pre paid service offerings and between its two network platforms and the impact of new,

em
erging and
competing technologies, on its business;

•
the costs and business risks associated with providing new services and entering new geographic markets;

•
the impact of any adverse change in the ratings assigned to Sprint Nextel’s debt securities by ratings agencies;

•
the ability of Wireless to continue to grow and improve profitability;

•
the ability of its Long distance segment to retain customers and achieve expected revenues;

•
the effects of mergers and consolidations in the telecommunications industry and unexpected announcements or developments fro
m o
thers in the
telecommunications industry;

•
the uncertainties related to Sprint Nextel’s investments in networks, systems and other businesses;

•
the uncertainties related to the implementation of Sprint Nextel’s business strategies,

•
unexpected results of litigation filed against Sprint Nextel;

•
a significant adverse change in Motorola Inc’s ability or willingness to provide handsets and related equipment and software
app
lications or to
develop new technologies or features for the iDEN network;

•
adverse network performance, including any performance issues resulting from the reconfiguration of the 800 megahertz band co
nte
mplated by
the Federal Communications Commission’s (FCC) report and Order;

•
the costs of compliance with regulatory mandates, particularly requirements related to the FCC’s Report and Order and deploym
ent

of enhanced
911 services on the iDEN network;

•
equipment failure, natural disasters, terrorist acts, or other breaches of network or information technology security;

•
the inability of supplies or other third parties to perform to requirements under agreements related to Sprint Nextel’s busin
ess

operations;

•
one or more of the markets in which Sprint Nextel competes being impacted by changes in political or other factors such as mo
net
ary policy, legal
and regulatory changes or other external factors or natural disasters over which Sprint Nextel has no control; and

•
other risks referenced from time to time in Sprint Nextel’s filings with the Securities and Exchange Commission (SEC), includ
ing

Sprint Nextel’s
Form 10
-
K for the year ended December 31, 2005 , as amended, and Sprint Nextel’s Form 10
-
Q for the quarter ended March 31, 2006.

Sprint Nextel believes these forward
-
looking statements are reasonable; however, you should not place undue reliance on forward
-
looking
statements, which are based on current expectations and speak only as of the date of this release. Sprint Nextel is not oblig
ate
d to publicly release
any revisions to forward
-
looking statements to reflect events after the date of this release.

3

2006 Priorities and Key Business Initiatives

Customer Experience

Product Leadership

Synergies

Profitable Growth

Differentiated Sales & Care

Process Automation

Mobile Broadband & MPLS

Advanced Mobile Applications

Revenues Expense
Management

Expanding Market
Opportunities

Sprint Priorities

Key Initiatives

4

Current Addressable Market

Substantial Market Opportunity

Business
Mobile, $41
Business
Internet, $24
Consumer
Mobile, $98
Consumer
Internet, $25
Business
LD, $46
Consumer
LD, $17
Consumer

$140B

Business

$112B

Total

$252B

Estimated 2006 Consumer & Business
Spending on LD, Internet & Mobile


Profitable
Growth


Customer
Experience


Product
Leadership

Synergies

5

20%
50%
Enterprise
Mid-Market
SMB
Expanding Market Opportunities

Rising Telecom Service Spending*

Wireless As % of Telecom Service
Spending (2006E)*

(in Billions)

$134

$156

$180

* Source: In
-
Stat, 2005

2004
2006E
2008E
SMB
Mid-Market
Enterprise
Converged networks and mobile applications
are expanding the wireless frontier


Profitable
Growth


Customer
Experience


Product
Leadership

Synergies

6

General
Business

System
Integrators /
Alliances

Public Sector

Enterprise

Sprint Business Solutions


Top accounts


Wholesale


International


Federal,
State & Local
Gov’t


Utilities


Education


Health care


Small/SOHO


Mid
-
market




Sell to/
through/with
Strategic
Partners

Customer
Service

Solutions
Engineering


Post
-
sales
support and
customer
care




Complex
network &
solutions
deployment

Customer
-
Focused Organization

Industry
-
Leading Wireless & Wireline Solutions


Profitable
Growth


Customer
Experience


Product
Leadership

Synergies

7

Differentiated Go
-
to
-
Market Distribution

Strategy

SBS Channel Mix

Direct

•
Differentiated sales approach

o
Customer segment focus

o
Industry, Telecom & IT expertise

o
Local Branch & HQ model for greatest
customer reach

•
Sales productivity

o
Salesforce.com

o
Compensation & organizational design

•
CDMA/iDEN

Indirect

•
Channel development & expansion

o
Compensation

o
Exclusivity

o
Quality subscriber growth

•
CDMA/iDEN

System Integrators/Alliances

•
Sell to/sell through/sell with world
-
class
partners

SBS Direct Sales Rep Mix

Direct
Indirect
Enterprise
General
Business
Public
Sector

Profitable
Growth


Customer
Experience


Product
Leadership

Synergies

8

Superior Customer Experience

Customer Segment

focus

Differentiated

Strategic Care model

Churn Reduction

o
Investing to create seamless experience

o
Process automation

o
Proactive retention programs


Profitable
Growth


Customer
Experience


Product
Leadership

Synergies

9

4Q05
1Q06
Strategic Growth Platforms

4X

2005

2006E

Mobile Broadband Gross Adds

+80%

MPLS Ports

2005
2006E
>3x

4Q05
1Q06
+50%


Profitable
Growth


Customer
Experience


Product
Leadership

Synergies

10

PEERLESS IP & GLOBAL MPLS

HIGH
-
PERFORMANCE
PUSH
-
TO
-
TALK

INDUSTRY
-
LEADING
MOBILE BROADBAND

Fleet & Supply Chain
Management

Field/Sales Force
Automation

Public Sector

Find & Navigate

Sprint Mobile Locator™


Sprint Precision Locator™


Advanced Mobile Applications Enabled by Converged
Networks


Profitable
Growth


Customer
Experience


Product
Leadership

Synergies

11

2006 EVDO Roadmap

EVDO PDAs with Modem
-
Capability

1H
-
2006

2H
-
2006

Wireless Routers

EVDO Rev A Mobile Broadband card with GPS

USB Mobile Broadband Card (Rev A)

Expanded embedded laptop

PCI Express cards (Rev A)

EVDO Rev A services


Profitable
Growth


Customer
Experience


Product
Leadership

Synergies

12

Realize Synergies

Realizing incremental revenue opportunities

Capturing scale efficiencies

Streamlining policies

Optimizing distribution

2006E SBS Synergy Targets

2008E SBS Synergy Targets

Revenue

Sales Expense

Marketing & Care

$270M
(~27% of Total)


Profitable
Growth


Customer
Experience


Product
Leadership

Synergies

$460M
(~23% of Total)