First domino, named next dominoes

Using ONLY the supplied earnings call transcript and no outside information: On this call, does management take a RECENT, REAL SUCCESS the company has actually achieved — a won customer, a completed project or deployment, a successful product introduction, a first site, market, program, or partnership that is now demonstrably working and producing real business — and explicitly GENERALIZE it, telling investors in substance: "what we just did here is not a one-off — it is a template we can repeat," AND does management identify the SPECIFIC NEXT PLACES where that same template is already being applied right now? Answer YES when management's own words convey, in whatever form fits the business, ONE coherent reasoning pattern with both halves present: (1) A PROVEN FIRST INSTANCE, TREATED AS A TEMPLATE. Management points to something concrete that has already worked — actually delivered, sold, opened, deployed, launched, or performing in the recent period, not merely planned or piloted without results — and explains why that success is REPEATABLE rather than unique to the circumstances: for example, that the win demonstrates a formula, model, approach, or capability that transfers to other customers, sites, regions, products, or applications; that the hardest part (proving it works) only had to be done once; or that the first instance created a reference, blueprint, or playbook that makes each following instance easier, faster, or cheaper to land than the first. (2) THE NEXT REPETITIONS ARE IDENTIFIED AND ALREADY IN MOTION. Management names or clearly identifies where the template is being applied next — specific additional customers, accounts, sites, geographies, applications, programs, or counterparties (named, or described concretely enough to be individually identifiable, such as "three additional systems in the same network," "the next two plants," "two more national accounts in the same vertical") — and describes that work as actively underway or committed now (in negotiation from an inbound referral, in qualification, contracted, being built, onboarding, or launching), not as a generic pipeline, a market-size claim, or a someday ambition. It should come through that these repetitions, if they land, are meaningful to the company's trajectory relative to its current size. The essence is ONE phenomenon: the first domino has actually fallen, management explains why the dominoes are alike, and management points to the specific next dominoes already tipping. The industry, the nature of the win, and the form of the repetition may vary widely. Answer NO if management reports strong results, wins, or growth without articulating that a specific success is a repeatable template. NO if the "repeatability" talk is generic scalability language ("our model is highly scalable," "this is a large opportunity," "we see many similar prospects") without concrete identified next instances in motion. NO if the first instance is still unproven — a pilot with no results yet, a launch with nothing sold, a deal signed but not yet performing. NO if the next instances are only a hoped-for pipeline, unnamed prospects, or a market statistic. NO if the repetitions described are the routine, ordinary cadence of a business that always adds similar customers or locations at a steady pace, with nothing about a newly proven template changing the trajectory. NO if the template idea appears only in an analyst's question or characterization that management does not itself adopt and substantiate. Use only the supplied transcript. Answer only YES or NO.