Buyers behaving like they are afraid of being late

Using ONLY the supplied earnings call transcript and no outside information: On this call, does management describe that the company's CUSTOMERS, PARTNERS, OR COUNTERPARTIES ARE ACTING AS THOUGH THEY CANNOT AFFORD TO WAIT — that is, does management convey that the other side of the table is now behaving with a sense of competitive urgency or fear of missing out, moving before it has to, in ways that go beyond simply buying more? Answer YES when management's own words convey, in whatever form fits the business, ONE coherent phenomenon that is already observable in current activity: the people who buy from, partner with, or supply this company are showing behavior driven by the risk of being left behind, of losing access, or of being beaten by their own rivals. Any genuine expression of this counts, and the form varies widely across industries. For example — customers pressing to lock in supply, capacity, slots, inventory, or availability before others do; buyers willing to prepay, deposit, commit early, sign longer, or accept less favorable terms in order to secure position; counterparties escalating the decision to a higher level inside their own organization, or bypassing their usual procurement, testing, or committee process, in order to move faster; customers telling the company that their own competitors' adoption is forcing their hand, or that they cannot be the last one in their industry to have this; multiple rival buyers pursuing the same thing at once, bidding against each other, or asking for exclusivity; partners or suppliers seeking to tie themselves to the company before someone else does; management describing being pulled into conversations, commitments, or timelines faster than the company itself planned because the other side is pushing. What matters is the STATE OF MIND ON THE OTHER SIDE as management reports it: the counterparty perceives a closing window and is behaving accordingly, and management presents this as something they are actually experiencing now in real conversations, orders, or commitments — not as an argument about why the market is attractive. Answer NO if management simply reports strong demand, a healthy pipeline, good bookings, satisfied customers, or a large addressable market in the ordinary way, however impressive. NO if the urgency described belongs to the company itself (management racing to execute) rather than to its counterparties. NO if the buying urgency is attributed to a temporary shortage, disruption, pre-buy ahead of a price increase or regulatory deadline, seasonality, or restocking that management expects to unwind. NO if the only evidence is one isolated deal or anecdote with no sense of a broader pattern. NO if the urgency is only anticipated, hoped for, or something management believes should exist. NO if management merely asserts that customers "must" adopt or "cannot afford not to" without describing how counterparties are actually behaving. NO if the idea appears only in an analyst's question or characterization that management does not itself affirm. Use only the supplied transcript. Answer only YES or NO.