Insiders still discovering the upside

Using ONLY the supplied earnings call transcript and no outside information: On this call, does management convey that it is STILL DISCOVERING NEW UPSIDE INSIDE BUSINESS THAT IS ALREADY WORKING — that in the course of actually operating, selling, or delivering in the recent period, the company keeps encountering genuine positive surprises about how much more there is for it to do — AND is management responding to those discoveries with real attention or resources now? Answer YES when management's own words convey, in whatever form fits the business, BOTH halves of ONE coherent posture as a present-tense reality: (1) FRESH DISCOVERIES COMING OUT OF LIVE OPERATION. In describing the recent period, management recounts learning something favorable about the scope of its opportunity that it did not fully appreciate before, with the learning grounded in real current activity — actual customers, orders, usage, output, or performance now occurring — rather than in studies, projections, or market-size claims. This may take many forms, and any genuine expression counts: customers using or applying the offering in additional ways beyond the original intent, and paying for it; interest or orders arriving from kinds of buyers, uses, channels, or places management had not been counting on; an asset, product, well, facility, or capability performing beyond what management had assumed it could do; existing accounts proving deeper or more expandable than management had sized them; each step into the opportunity revealing further business behind it; or management plainly saying, in its own voice, that the more it operates, the bigger or broader the opportunity keeps turning out to be. What matters is the epistemic direction: the surprises run UPWARD, they are RECENT, and they come FROM the business itself as it runs — insiders updating their own map because reality keeps outrunning it. (2) MANAGEMENT IS FOLLOWING THE DISCOVERIES, NOT JUST NOTING THEM. Management describes now directing real attention or resources toward what it discovered — pursuing the new uses, buyers, or veins it found; adding people, capacity, or investment where the surprise showed up; adjusting plans, priorities, or targets upward around it; or otherwise treating the newly revealed room as an operational priority it is acting on — with the response underway or committed rather than merely contemplated. The industry, the nature of the discoveries, and the form of the response may vary widely. It strengthens a YES when management conveys that what has been discovered is still mostly unexploited, so the reported results reflect little of it. Answer NO if management simply reports strong demand, good results, or a big market in the ordinary confident way, without recounting anything it genuinely learned or was favorably surprised by in recent operation. NO if the only 'better than expected' language refers to financial results versus guidance or consensus, with no discovery about the scope of the opportunity itself. NO if the claimed upside rests on projections, pipeline, addressable-market claims, or things not yet transacting. NO if the discoveries are one isolated anecdote that management itself treats as a curiosity, with no response attached. NO if management notes the surprises but describes no current attention or resources following them. NO if the surprises described are negative, or are external windfalls (prices, macro, weather) rather than learnings about the company's own opportunity. 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.