Losses shrinking while the business grows

Using ONLY the supplied earnings call transcript and no outside information: On this call, does management describe a company that is STILL UNPROFITABLE OR ONLY MARGINALLY PROFITABLE but whose losses, burn, or shortfall are VISIBLY AND MATERIALLY SHRINKING in the results being reported, with that improvement driven PRIMARILY BY THE BUSINESS ITSELF GROWING — rising revenue, volumes, customers, utilization, or activity — rather than primarily by cutting costs, and does management treat reaching profitability or self-sustaining operations as a NEAR, NATURAL CONSEQUENCE of the trajectory already underway rather than as a distant hope? Answer YES when management's own words convey, in whatever form fits the business, ONE coherent financial trajectory with all three of the following present: (1) THE COMPANY IS NOT YET COMFORTABLY PROFITABLE, AND THE GAP IS CLOSING NOW. Management discusses losses, negative margins, cash burn, or borderline results as a current reality — but points to concrete, already-reported improvement: losses meaningfully narrower than prior periods, burn coming down, margins climbing toward positive, a segment or period recently touching breakeven or profitability, or cash consumption clearly diminishing. The improvement must be something that ALREADY HAPPENED in the reported or recent periods — visible in management's own account of the numbers — not merely a target or forecast. (2) GROWTH, NOT SHRINKAGE, IS DOING THE WORK. Management attributes the closing gap chiefly to the business getting BIGGER — more revenue, more customers, more volume, more usage, better absorption of existing costs by rising activity — such that the company is growing INTO profitability. Cost discipline may be present, but the dominant driver in management's own telling must be expansion of the business, and the top line or activity level must be described as growing, not flat or declining. (3) MANAGEMENT TREATS THE CROSSOVER AS NEAR AND ARITHMETIC, NOT ASPIRATIONAL. Management conveys — directly or plainly in substance — that continued operation of the same trajectory brings the company to profitability, positive cash flow, or self-funding within a horizon it can discuss concretely (this year, coming quarters, at a volume level it is already approaching), and speaks about that arrival as the expected result of what is already in motion rather than as something requiring new demand it does not have, financing it has not secured, or conditions that must change. The essence is ONE phenomenon: a still-unprofitable company whose own reported numbers are converging on self-sufficiency because the business is working and scaling, with management describing the crossing as close and the path as already being walked. The industry, the form of the losses, and the form of the growth may vary widely. Answer NO if the company is already solidly and consistently profitable, so there is no crossover ahead. NO if losses are flat, widening, or improving only through cost cuts, restructuring, headcount reduction, or shrinking the business. NO if revenue or activity is declining or stagnant. NO if profitability is discussed only as a distant, undated ambition, or depends on demand not yet arriving, financing not yet raised, or approvals not yet obtained. NO if the improvement is chiefly from one-time items, asset sales, accounting changes, or anything management itself treats as non-recurring. NO if management is defending viability doubts with reassurance rather than demonstrating an improving trajectory in the reported numbers. NO if the trajectory appears only in an analyst's question or model that management does not itself affirm. Use only the supplied transcript. Answer only YES or NO.